Guidelines for Implementing Contractor Development Programmes

8/17/2019 Guidelines for Implementing Contractor Development Programmes

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National Contractor Development Programme

GUIDELINES FOR IMPLEMENTING

CONTRACTOR DEVELOPMENT PROGRAMMES


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SEPTEMBER 2011


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cidb | NCDP GUIDELINES FOR IMPLEMENTING CONTRACTOR DEVELOPMENT PROGRAMMES | SEPTEMBER 2011

1

CONTENTS

1. BACKGROUND 3

2. PURPOSE OF THIS DOCUMENT 5

3. WHAT IS A SUCCESSFUL CONTRACTOR DEVELOPMENT PROGRAMME? 7

4. IMPLEMENTING CONTRACTOR DEVELOPMENT 9

4.1. Establishing the needs, programme goals & strategy for contractor development 104.2. Getting started 11

4.2.1. Developing a programme business case 11

4.2.2. Establish a contractor development steering committee 11

4.2.3. Identify required role players and establish stakeholder forum 11

4.3. Staff resource planning 11

4.4. Targeting 12

4.4.1. Target groups 12

4.4.2. Identication of projects 12

4.5. Identifying support initiatives 12

4.6. Contractor assessment 13

4.6.1. Criteria for access 13

4.6.2. Competence 13

4.6.3. Financial upgrading factor 13

4.6.4. Contractor rating 14

4.6.4.1 Grade 2-8 contractors 14

4.6.4.2 Contractor prioritisation 15

4.6.5. Awarding points for socio-economic goals 15

4.6.6. Selecting contractors for development 15

5. MANAGING CONTRACTOR DEVELOPMENT 17

5.1 Training strategy 17

5.2 Training attendance: sharing the cost of contractor development 17

5.3 Dispute resolution 18

6 EVALUATION AND EXITING OF CONTRACTORS 20

7 MONITORING AND EVALUATION 22

Annexures:

Annexure: Standard Operating Procedures Legends 24

Procedure for Implementing Contractor Development Programme 25

Targeting Procedure 26

Contractor Assessment Procedure 27

Cost Sharing Principles for Contractor Development 28

Dispute Resolution Procedure for Contractor Development 29Procedure for Evaluation and Exiting of Contractor’s 30

Monitoring and Evaluation Procedure 31


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3

BACKGROUND

The National Contractor Development Programme (NCDP) is a public sector led programme comprising of a partnership

between the cidb, National and Provincial Public Works and other willing stakeholders and partners.

The objective of the NCDP is to increase the capacity, equity ownership, sustainability, quality and performance of ci db

registered contractors – effectively raising the contribution of the construction industry to South Africa’s accelerated and

shared growth initiative.

To achieve this objective, participants within the NCDP should commit to all or some of the following developmental

outcomes:

• Improve the grading status of contractors in targeted categories and grades;

• Increase the number of black women, disabled, and youth-owned companies in targeted categories;

• Create sustainable contracting enterprises by enabling continuous work through a competitive process;

• Improve the performance of contractors in terms of quality, employment practices, skills development, safety, health

and the environment; and

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


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PURPOSE OF THIS DOCUMENT

The purpose of this document is to assist committed clients to design and implement appropriate Contractor Development

Programmes (CDPs) through direct targeting of contractors1

. The guidelines address the following aspects:

• Guidance for designing or implementing CDPs. These include:

o Targeting of budgets, projects and contractors;

o Evaluation of contractors when entering a programme;

o Training and mentoring;

o Sharing the cost of contractor development;

o Risk and cost sharing in contracts;

o Payment dispute resolution;

o Exiting from the programme; and

o Monitoring and evaluating the programme.

These guidelines are generally for government clients that intend establishing a CDP using direct procurement as a means

of engaging contractors. It is applicable to Grade 2 to 9 contractors with a track record and excludes newly established

contracting enterprises, but certain principles can be applied to other grades where clients deem it appropriate.

The guidelines only apply in detail to contractors in the General Building or Civil Engineering Classes of Works, but the

principles can be applied to other Classes of Works.

1 For a discussion of “direct” and “indirect” targeting mechanisms, see “Targeting for Contractor Development

Programmes; Background”, Construction Industry Development Board (2010), available on the ci d b website


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WHAT IS A SUCCESSFUL CONTRACTOR DEVELOPMENT PROGRAMME?

A CDP should be a well-planned operation that aims to exit and graduate contractors from the programme with measurable

improvements (e.g. NQF level or improvement in contractor grading) and involves commitment of nancial and humanresources by both the client and the contractor. Clients that commit to contractor development must use an appropriate

portion of their procurement of infrastructure budget to support the objectives of the NCDP.

The table below summarises the key requirements for a successful CDP.

Item Requirements Tick If Completed

√ or ×

Programme

Strategy

A well designed and funded programme strategy aligned with the needs of the

client

Projects specically selected for their characteristics that support the contractordevelopment requirements and ensure sustainable development opportunities

Committed clients that use an appropriate portion of their procurement of

infrastructure budget to support the objectives of the NCDP

Contractor /

Participants

Contractor selection must be based on predetermined criteria, aligned to

envisaged development outcomes

Selection must be transparent based on the criteria for selection as identied

above

Contractors must be assessed against predetermined criteria

Measure improvement against predetermined criteria on a regular basis and at

exit

Client

Capacity

Sufcient capacity for the management of the CDP

Appropriate monitoring, evaluation and quality control measures

Management of stakeholder expectations

An in-depth understanding of relevant procurement methods

Appropriate training programmes that lead to relevant NQF qualications

Business mentorship by experienced mentors


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IMPLEMENTING CONTRACTOR DEVELOPMENT

The purpose of this section is to guide clients through the key elements of implementing a contractor development

programme. The key steps a client must follow to implement a CDP are listed in the table below and discussed insubsequent sections.

Item Description Tick If Completed

√ or ×

Needs,

Programme

Goals &

Strategy

Assess and determine the need for contractor development

Set measurable long-term programme goals and objectives for each of the years

(duration) of the programme

Determine contractor development outcomes for the programme

Assign a programme implementation timeline

Getting

Started

Establish a Contractor Development Steering Committee

Identify required role players to support the implementation of contractor

development , e.g. nancial institutions, mentors, training institutions, etc.

Conduct role player consultation sessions

Prepare a programme business case providing:

• Programme goals and description

• Scope of programme and interventions

• Contractor, organisational and institutional arrangements

• Resources and budget to support the programme and attain desired

results

• Programme implementation timescale

• Measurable outcomes

• Programme operations monitoring and evaluation mechanisms

Resource

Planning

Select appropriate organogram for contractor development

Determine manager, supervisors, and other staff roles and expected tasks in the

programme

Determine mentor roles and expected tasks in the programme

Dene resources and budget needed to support the programme

Targeting Collect portfolio of projects to be used in the targeting process

Select projects and determine (quantify) targets for each year where possible


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Identify

Projects

Determine complexity of projects

Map locality of projects and determine contractor development opportunities

Identify

Support

Initiatives

Determine mentoring approach

Develop training strategy and programme

Contractor

Assessment

Determine criteria for inclusion in the programme

Invite contractors to register for contractor development

Apply assessment model

The diagram below depicts the overall process for implementing contractor development.

4.1. Establishing the needs, programme goals & strategy for contractor development

As in any supplier development programme, clients must consider their own needs when designing a targeting strategy

for a CDP. For example, if the typical delivery problems experienced by the client are construction quality related, the client

may decide to only target contractors to ensure quality improvement. If there are not enough women-owned contractors in

a specic grade, the client may target women-owned contractors in a specic grade.

4. Training &Mentorship

3. WorkOpportunities

ContractorDevelopmentProgramme

To develop keycontracting

competencies

5. Evaluationand Exiting of

Contractors

6. Monitoring &Evaluation of the

Programme

1. Programmestrategy &

Targeting

2. Contractor

Assessment


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4.2. Getting started

As a sector, CDPs development initiative normally require signicant support from the political stakeholders in the process.

It is important that the key role players in a CDP are involved from the start of the process.

4.2.1. Developing a programme business case

The Programme Manager: Contractor Development must develop a programme business case that

addresses the following aspects:

• Programme goals and description;

• Scope of programme and interventions;

• Contractor, organisational and institutional arrangements;

• Resources and budget to support the programme and attain desired results;

• Programme implementation timescale;

• Measurable outcomes; and

• Programme operations monitoring and evaluation mechanisms.

4.2.2. Establish a contractor development steering committee

A steering committee is an important part of the success of any CDP as this will ensure buy-in and improved

communication. The purpose of the steering committee is to direct initiatives that do not fall directly under

the management of the Programme Manager: Contractor Development. Examples of this would include

supply chain management arrangements and payments and contract conditions. The steering committee

must approve the business case for contractor development.

4.2.3. Identify required role players and establish stakeholder forum

Appropriate consultation with key role players will ensure that there is a common understanding of the CDP

and it will signicantly increase the chances of success. Although specic key role players must be identied

by the client, the following participants are recommended:

• The contractor development steering committee members;

• The local Construction Contact Centre (CCC) manager;

• Other clients that may want to participate in CDPs;

• Construction sector representative; and

• Training authorities and training institutions

4.3. Staff resource planning

As contractor development is an initiative of the client, the client must ensure appropriate resourcing of the contractor

development initiative. The structure should incorporate a unit which is focused on contractor development, with the

following functions:

• Planning contractor development interventions;

• Coordinating contractor training during the programme;

• Coordinating mentoring activities;

• Procurement specialisation specically focusing on sourcing strategies that will promote contractor development;

• Stakeholder management and communication of contractor development activities, including coordination with

nancial institutions; and

• Monitoring and evaluation.


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4.4. Targeting

Targeting of specic contractors forms an integral part of the design of a CDP. An ill-conceived CDP will not support the

objectives of either the client or the contractors. It is important that the interrelationship between the targeted groups, the

needs of the contractors, the supply-side support initiatives and the projects identied for contractor development are

aligned. Targeting should be read in conjunction with the Targeting for Contractor Development Programmes: Guidelines

available on the cidb website.

4.4.1. Target groups

CDPs should apply the following guidelines in identifying target groups:

i) Ownership: CDPs should target the development of black, women, disabled, and youth-owned

companies. Specically, CDPs should target the development of companies in those Classes of

Works (CoWs) and Grades where imbalances in such ownership exist.

ii) Supply and Demand: CDPs should target the development of new contracting capacity only where

demonstrable shortages exist that are aligned with the service delivery objectives of the client.

iii) Performance Improvement (or competence development): CDPs should target to improving the

performance of contractors – in particular in those areas which are aligned with the service delivery

objectives of the client.

iv) Local Economic Objectives: Where feasible, targeting of contractors should reect local economic

objectives.

4.4.2. Identication of projects

Clients should identify the projects for contractor development based on the cidb grade of contractors

targeted. Project identication should consider project complexity and locality, and must be matched with

the capability of the contractor.

4.5. Identifying support initiatives

The most critical element in any CDP is the support initiatives provided or arranged by clients which includes mentoring,

technical skills development, business and nancial management training, access to nance or a combination of the above.

• Training: This initiative requires the client to organise training with an accredited institution. The training should be

aligned with the Requirements and Guidelines for ci d b Contractor Competence Accreditation which is available

from the cidb, which are deemed to be minimum standards necessary for running a contracting enterprise and for

supervising building and construction works within the elds off:

o Business management;

o Building and construction works management (operational and supervision); ando Legislative issues.

• Mentoring: A contractor’s mentorship needs are to be identied and an appropriate mentorship intervention

should be developed. Mentorship should revolve primarily around the contractor’s business management skills and

knowledge, such as tendering and marketing. Mentors must be registered as mentors with the Council of Project

and Construction Management Professionals.


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4.6. Contractor Assessment

The purpose of the assessment is to select contractors that meet the entry level requirements in line with the focus of the

CDP and to determine their developmental needs. All contractors applying for development must be registered in the cidb

Register of Contractors.

4.6.1. Criteria for access

Clients should apply the following criteria to determine which contractors get access to contractor development

programmes:

• Competence

• Financial upgrading; and

• Socio-economic goals

4.6.2. Competence

The contractor must be assessed to determine their level of competence, as outlined in the Requirements

and Guidelines for cidb Contractor Competence Accreditation. The competence assessment can be done

in terms of formal qualications and experience requirements, or in terms of the requirements for an external

competence assessment undertaken by a cidb recognised external Competence Assessment Panel.

Once the contractors’ competence has been determined, contractors should be rated as indicated in the

table below for assessing their suitability for enrolment into the CDP. The competence assessment will then

also be used for evaluating the mentoring and training requirements of contractors that are enrolled within

a CDP.

Description Rating

Contractor possessing the required qualications and minimum experience 2

Contractor possessing the minimum experience but without the required qualication. 1

Contractor possessing the required qualication but without the minimum experience 0

Contractor without the required qualication and experience -1

4.6.3. Financial upgrading factor

The contractor must be assessed to determine a nancial upgrading factor and to measure how close the

contractor is to upgrading to the next grade designation.

The nancial upgrading factor is determined in line with the requirements of the cidb Register of Contractors

based on best annual turnover, largest contract and available capital as indicated in the table below (based

on the current cidb requirements).


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Grade

Upper limit of

tender value

range

Best annual turnover Largest contract Available capital

Turnover Rating Value Rating Amount Rating

2 R 650 000 R 1 000 000 2 R 500 000 2 R 100 000 2

R 750 000 1 R 383 333 1 R 75 000 1

R 500 000 0 R 266 666 0 R 50 000 0

R 250 000 -1 R 150 000 -1 R 25 000 -1

3 R 2 000 000 R 2 000 000 2 R 1 000 000 2 R 200 000 2

R 1 666 666 1 R 833 333 1 R 166 666 1

R 1 333 333 0 R 666 666 0 R 133 333 0

R 1 000 000 -1 R 500 000 -1 R 100 000 -1

4 R 4 000 000 R 3 250 000 2 R 1 600 000 2 R 650 000 2

R 2 833 333 1 R 1 400 000 1 R 500 000 1

R 2 416 666 0 R 1 200 000 0 R 350 000 0

R 2 000 000 -1 R 1 000 000 -1 R 200 000 -1

5 R 6 500 000 R 7 800 000 2 R 3 250 000 2 R 1 300 000 2

R 6 283 333 1 R 2 700 000 1 R 1 083 333 1

R 4 766 666 0 R 2 150 000 0 R 866 666 0

R 3 250 000 -1 R 1 600 000 -1 R 650 000 -1

6 R 13 000 000 R 24 000 000 2 R 10 000 000 2 R 4 000 000 2

R 18 600 000 1 R 7 750 000 1 R 3 100 000 1

R 13 200 000 0 R 5 500 000 0 R 2 200 000 0

R 7 800 000 -1 R 3 250 000 -1 R 1 300 000 -1

Once the rate for each area has been determined, the client should allocate an overall nancial upgrading factor rating using

the following formula:

4.6.4. Contractor Rating

Contractor rating should be based on the following principles for:

• Grade 2- 6 contractors

4.6.4.1 Grade 2-6 Contractors

The nancial upgrading factor rating can be cross referenced against the contractors’ competence

rating to identify the contractors which are close to upgrading to the next grade designation but

require assistance on competency, for Grade 2 – 6 contractors. A score of 20, 40, 60 or 80 out of

a maximum of 80 is then given to contractors that fall within the highlighted areas as shown in the

following table.

Best annual turnover + largest contract + available capital

3 = Overall nancial upgrading factor rating


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Determining Contractor Rating for Grade 2 - 6 Contractors

Grade 2 – 6 Competence Rating

Financial

Upgrading Rating

-1

No qualications or

Experience

0

Qualications & No

Experience

1

Experience & No

Qualication

2

Experience

& Qualications

2 Very close 0 0 0 0

1 Close 0 80 60 0

0 Far 0 40 20 0

-1 Very far 0 0 0 0

4.6.4.2 Contractor Prioritisation

The focus of the CDPs should be on contractors functioning within the highlighted area for further

assessment on socio-economic goals. However the client may select contractors functioning

outside the recommended area at their own discretion.

4.6.5. Awarding points for socio-economic goals

The selection process for the contractors should give preference to enterprises with Historically

Disadvantaged Individual equity ownership which have Women, Disabled and Youth ownership. Therefore

contractors must be scored out of a maximum of 20 points for socio-economic goals in line with the

Preferencing policy of the department. The table above depicts an example of how the socio-economic

goals can be determined and scored.

Example of how socio-economic goals can be determined

Goal Points

HDI equity ownership 4

Women 6

Disability 4

Youth 6

Total 20

4.6.6. Selecting contractors for development

The contractor rating (out of 80) should be added to the points awarded for socio-economic objectives

(out of 20) to determine the overall score awarded to the contractor. Contractors should then be ranked

from highest score to lowest score and the cut-off point is determined by the budget available. In order for

a contractor to be selected for contractor development, a minimum score of 20 should be obtained for the

overall score awarded.


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MANAGING CONTRACTOR DEVELOPMENT

During the operational phase of a contractor development programme, a number of key processes need to be implemented.

The following list contains most of the critical functions relating to contractor development which will be further discussed

below:

• Implement training and mentorship;

• Sharing the cost of contractor development; and

• Facilitating dispute resolution.

5.1 Training strategy

A training strategy determines the overall training programme and logistics to conduct training. It should address the

training approach, objectives and outcomes, based on the contractors training requirements (section 4.5.2), and also the

process of identifying and mobilising training institutions which can provide the required training. The following logistical

arrangements should be addressed:

• The number of people to be trained

• The venue and date of the training

• The training materials required

• The expected input and output of the training

• The training service provider must identify suitable training service providers to provide the training. The training

should be accredited with the Construction Education and Training Authority.

The training should be provided and structured so that the contractor can meet the requirements for ci db Contractor

Competence Accreditation (see Section 4.4.2). This typically involves the attainment of formal NQF level qualications, or

work place training and experience leading to the equivalent competence.

5.2 Training attendance: sharing the cost of contractor development

It is considered good practice to require contractors to contribute to their own development. Such contribution may take

many forms, for example some contractor development programmes insist that contractors attend night classes to improve

their skills while delivering on the contract. Other programmes require contractors to contribute 1% of turnover towards

defraying the cost of mentorship. Such commitment ensures that contractors are not just participating in the CDP to obtain

work, but actually progresses towards attaining the contractor development goals.

Clients should introduce measures to ensure commitment from contractors as follows:

• A contractor should at least bear 20% of the direct cost of skills development and training courses and 100% of the

indirect cost by making employees own time available to attend training courses.

• A contractor should at least contribute 20% of the direct cost of mentorship to a maximum of 1% of turnover.

Should a contractor fail to pass the training courses or needs continuous mentorship, the contribution of the contractor

should increase as follows:

• A contractor bear the full direct cost of skills development and training and 100% of the indirect cost by making its

employees time available to attend training courses.

• A contractor should at least contribute 40% of the direct cost of mentoring to a maximum of 2.5% of turnover.

If a contractor does not meet the requirements as stated above, the contractor should exit the programme.


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5.3 Dispute resolution

Where there are established processes in respect of a particular form of contract, the Dispute Resolution Procedure for a

CDP contract will be as set out in this guideline. The intention is to ensure that:

• Contractors are not disadvantaged due to lengthy dispute resolution processes; and

• Matters which are subject to disputes are separated from matters which are not.

Disputes arising in contracts awarded through the CDP should be resolved as expeditiously as possible. At all times

the parties to a CDP contract should attempt to settle any claim without the need to enter into formal dispute resolution

processes. However where it is not possible to resolve a claim, the dispute resolution process should be followed as set

out in this guideline.

A dispute will arise where a claim by one party is rejected by the other party and attempts to resolve the matter amicably

within the stipulated timeframe has failed. A claim will be considered as being rejected if the party to whom the claim is

submitted, either:

• Expressly rejects the claim;

• Does not respond to the claim within the prescribed timeframe; or

• The parties fail to reach a resolution within the stipulated timeframe and there is no agreement between the partiesto extend the timeframe for the purpose of resolving the claim.

Claims will not be rejected in its entirety if there is a problem with only certain aspects of it. The parties must ensure that

aspects of the claim which are not rejected are settled. All disputes arising in a CDP contract will be subjected to an

adjudication process. At the time of entering into the contract with the CDP contractor, the parties to the CDP contract

should choose an adjudicator.

The party to a CDP contract, instituting a claim that arises out of any act or omission by another party to a CDP contract

would rst give notice to the other party to settle the claim within 5 days of receipt of the claim. The claim should be

supported with relevant details and any documentary evidence that will allow the other party to deal with the matter

adequately.

Should the claim be rejected, the parties must attempt to resolve the matter amicably within ve days of the claim being

rejected. Should the parties not be able to resolve the matter in the prescribed time, the party that is not satised with the

outcome must issue a notice of dispute to the other party within two days after the expiry of the stipulated time period.

The notice of dispute should provide sufcient information and documentary evidence related to the dispute to give

the other party adequate opportunity to prepare its response. The aggrieved party will simultaneously give notice to the

adjudicator appointed through the adjudicator’s contract as contained in any form of contract calling on the adjudicator to

set the matter down for adjudication within 5 days of the dispute notice date.


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EVALUATION AND EXITING OF CONTRACTORS

In order to graduate from a CDP, contractors should be re-evaluated and should meet the requirements for:

•

cidb Contractor Competence Accreditation; and• Upgrading to a higher grade designation.

Furthermore, a formal application must have been submitted to the cidb for an accreditation of the contractor’s competence

and for a contractor upgrade.

Notwithstanding the requirements for graduating from a CDP, all contractors should exit contractor development after the

agreed period specied in the CDP business case, whether they graduate or not. Generally this should not exceed three

years, (which is the time it normally takes to acquire the competence and experience) except in the case of contractors

who have shown signicant progress but have not yet graduated. In these cases, the client can decide whether to provide

additional support for a specied period or by extending the contractor`s period within the CDP.


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MONITORING AND EVALUATION

As part of the NCDP, the cidb intends to monitor and evaluate CDPs. Clients are expected to monitor their own programmes

and report to the cidb on a quarterly basis. The table on the next page provides the key performance indicators per CDPwhich must be measured to determine the success of the CDP.

Indicator Description Frequency

Budget Annual budget put aside for the CDP Annually

Enrolments Number of contractors enrolled Quarterly

Project

awards

Number of tender awards within CDP

Value of tender awards within CDP

Quarterly

Mentoring &

training

Total number of mentors appointed

Approximate total contact time between mentors and contractors

Quarterly

Loans Total number of loans accessed

Total value of loans accessed

Quarterly

Costs Cumulative planned expenditure on CDP

Cumulative actual expenditure on CDP

Quarterly

Cost-sharing Total contractor direct contributions to mentoring and training Quarterly

Qualications Total number of NQF qualications awarded Annually

Upgrades Number of contractors that meet the requirements improved their cidb grading Annually

Graduations Number of contractors graduating Annually

Exits Number of contractors exiting CDP (inclusive of graduations) Annually

The table below provides the key reporting requirements to the cidb for a CDP.

Report Description Frequency

Enrolments Name and CRS numbers of contractors enrolled Annually

Graduations Name and CRS Number of contractors graduating Annually

Qualications Name and CRS numbers of contracting entity, together with names of individuals

and the cidb recognised NQF qualications awarded

Annually

Exits Name and CRS numbers of contractors exiting Annually


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ANNEXURE


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S

T A N D A R D O P E R A T I N G P R O

C E D U R E S ( S O P s ) F O R I M P

L E M E N T I N G C O N T R A C T O R

D

E V E L O P M E N T P R O G R A M M

E S

C l i e

n t D e p a r t m e n t

S t r a t e g i c P

l a n n i n g

C o m m

i t t e e

C o n t r a c t o r

A d j u d i c a t i o n C o m m i t t e e

( D i s p u t e R e s o l u t i o n )

A p p o i n t e d

A d j u d i c a t o r

C D P S t a k e h o l d e

r

A

N N E X U R E : S T A N D A R D O P E R A T I N G P R O C E D U R E S L E

G E N D S


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P

R O C E D U R E F O R I M P L E M E

N T I N G C O N T R A C T O R D E V E

L O P M E N T P R O G R A M M E

D e t e r m i n e t r a i n i n g

s t r a t e g y a n d

p r o g r a m m e

D e t e r m i n e

c o m p l e x i t y o f

p r o j e c t s

M a p p r o j e c t l o c a l i t y a n d

d e t e r m i n e c o n t r a c t o

r

d e v e l o p m e n t

o p p o r t u n i t i e s

I n v i t e C o n t r a c t o r s t o

r e g i s

t e r f o r c o n t r a c t o r

d e v e l o p m e n t

A s s e s s c o n t r a c t o r s

D e t e r m i n e

i n c l u s i o n c r i t e r i a

D e t e r m i n e p r o g r a m m e

n e e d , g o a l s a n d s t r a t e g y f o r

c

o n t r a c t o r d e v e l o p m e n t

E s t a b l i s h c o n t r a c t o r

d e v e l o p

m e n t s t e e r i n g

c o

m m i t t e e

I d e n t i f y p r o g r a m m e

r o l e p l a y e r s

D e v e l o p p r o g r a m m e

b

u s i n e s s c a s e

S e l e c t o r g a n o g r a m f o r

c o n d u c t o r d e v e l o p m e n t

C o n d u c t r o l e

p l a y e r s

c o n s u l t a t i o n

s e s s i o n

D e t e r m i n e m e n t o r i n g

a p p r o a c h

S e l e c t p r o j e c t s

a n d d e t e r m

i n e t a r g e t s

C o l l e c t p o r t f o l i o o f

p r o j e c t s

D e t e r

m i n e m e n t o r r o l e s

a n d

e x p e c t e d t a s k s

D e t e r m i n e s t a f f r o l e s

a n d e x p e c t e d

t a s k s

i n t h e p r o g r a m m e

D e n e r e s o u r c e s a n d

b u d g e t n e e d e d

C o n d u c t c o n

t i n u o u s

m o n i t o r i n g a n d

r e p o r t i n g

D e v e l o p M & E a p p r o a c h

D e v e l o p e x i s t i n g c r i t e r i a

E s t a b l i s h c o

s t

s h a r i n g p r i n c i p l e s

E s t a b l i s h d i s p u t e

r e s o l u t i o n p r o c e s s


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T

A R G E T I N G P R O C E D U R E

I d e n t i f y t a r g e t g r o u p s f o r

c o n t r a c t o r d e v e l o p m e n t

O b

t a i n p r o j e c t l i s t

M e a s u r e p r o j e c t

c o m p l e x i t y p e r p r o j e c t

M e a s u r e t h e o r g a n i s

a t i o n a l

c a p a c i t y p e r p r o j e c t

B a s e d o n t h e m e a s u r e m e n t

o u t c o m e ,

i d e n t i f y p r o j e c t s

f o r c o n t r a c t o r d e v e l o

p m e n t

M e a s u r e p r o j e c t

s u i t a b i l i t y i n t e r m s o f

l o c a l i t y p e r p r o j e c t

P r o j e c t L i s t


29/36


27

C

O N T R A C T O R A S S E S S M E N

T P R O C E D U R E

C o

n t r a c t o r i s n o t s u i t a b l e

f o r f u r t h e r s c r e e n i n g

D e t e r m i n e i f t h e c o n t r a c t o r

i s r e g

i s t e r e d i n t h e r e g i s t e r

o f c o n t r a c t s

A s s e s s a n d s c o r e

c o n

t r a c t o r s c o m p e t e n c e

b a

s e d o n c o m p e t e n c e

r e q u i r e m e n t s

A s s e s s a n d s c o r e

c o n t

r a c t o r s n a n c i a l

u p

g r a d i n g f a c t o r

A w a r d p o i n

t s f o r

s o c i o - e c o n o m

i c g o a l s

D e t e r m i n e c o

n t r a c t o r r a t i n g

S e l e c t c o n t r a c t o r s f r o m h i g h t o l o w w i t h

t h e c u t - o f f p o i n t d e t

e r m i n e d b y

t h e a v a i l a b l e b

u d g e t

A d d c o n t r a c t o r r a t i n g s c o r e t o p o i n t s

a w a r d e d f o r s o c i o - e c o n o m i c g o a l

N o

Y e s


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28

C

O S T S H A R I N G P R I N C I P L E S

F O R C O N T R A C T O R D E V E L O P M E N T

C o n t r a c t o r b e a r s 2 0 %

o f t h e d i r e c t c o s t o f s k i l l s

d e v e l o p m e n t a n d t r a i n i n g

c o u r s e s a n d 1 0 0 % o

f t h e

i n d i r e c t c o s t , a n d c o n t r i b u t e s

2 0 % o

f t h e d i r e c t c o s t o f

m e n t o r s h i p t o a m a x i m u m o f

1 % t

u r n o v e r

C o n t r a c t o r b e a r s f u l l d i r e c t

c o s t o f s k i l l s d e v e l o p m e n t

a n d t r a i n i n g a n d 1 0 0 % o f

t h e i n d i r e c t c o s t

C o n t r a c t o r c o n t r i b u t e s

2 0 % o

f t h e

d i r e c t c o s t

o f m e n t o r s h i p t o a

m a x i m u m o f 1 % t

u r n o v e r

C o n t r a c t o r c o n t r i b u t e s

4 0 % o

f t h e d i r e c t c o s t o f

m e n t o r i n g t o a m a x i m u m

o f 2 . 5

% o

f t u r n o v e r

D o e s c o n t r a c t o r r e q u i r e

c o n t i n u o u s m e n t o r i n g ?

C o n t r a c t o r b e a r s 2 0 % o

f t h e d i r e c t

c o s t o f s k i l l d e v e l o p m e n t a n d t r a i n i n g

c o u r s e

s a n d 1 0 0 % o

f t h e i n d i r e c t c o s t

C o n t r a c t o r a t t e n d s

s u p p o r t i n i t i a t i v e

D i d t h e c o n t r a c t o r p a s s

t h e t r a i n i n g c o u r s e s ?

N o

N o

Y e s

Y e s


31/36


29

D

I S P U T E R E S O L U T I O N P R O

C E D U R E F O R C O N T R A C T O

R D E V E L O P M E N T

A w

a r d c o n t r a c t

t o C

D P c o n t r a c t o r

A p p o i n t a n

A d j u d i c a t o r

f o r c i d b ’ s P a n e l o f

A d j u d

i c a t o r s

S u b m i t n o t i c e t o

s e t t l e c l a i m

w i t h i n

5 d a y s

S e t t l e m e n t

r e a c h e d ?

C o n t i n u e w i t h

p r o j e c t

R e c e i v e n o t i c e

o f d i s p u t e

R e c e i v e n o t i c e

o f d i s p u t e

S u b m i t n o t i c e o

f

d i s p u t e

S c h e d u

l e m e e t i n g

f o r a d j u

d i c a t i o n o f

t h e d i s p u t e

N o

Y e s

D o c u m e n t a r y e v

i d e n c e

t o s u p p o r t t h e c l a i m

D o c u m e n t a r y e v i d e

n c e

t h a t s u p p o r t d i s p u t e


32/36


30

P

R O C E D U R E F O R E V A L U A T I O N A N D E X I T I N G O F C O N T R A C T O R ’ S

C o n t r a c t o r e x i t

C

O P u n s u c c e s s f u l l y

C o n t r a c t o r e x i t

C O P s u c c e s s f u l l y

R e - a s s e s s c o n t r a c t o r

a f t e r t h e d e n e d p e r i o d

w h e t h e r h e / s h e c o m p l i e s

w i t h t h e g r a d u a t i o n

c r i t e r i a ?

P r o v i d e a d d i t i o n a l

s u p p o r t f o r a d e n e d

p e r i o d ( p r e f e r a b l y

o n e y e a r )

D e c i d

e w h e t h e r c o n t r a c t o r

h a s

s h o w n s i g n i c a n t

p r o g r e s s t o p r o v i d e

a d d i t i o n a l s u p p o r t

w i t h

i n t h e p r o g r a m m e ?

C o n t r a c t o

r e x i t s

c o n t r a c t o r d e

v e l o p m e n t

u n s u c c e s s f u l l y

A s s e s s w

h e t h e r c o n t r a c t o r

c o m p l i e s w i t h t h e g r a d u a t i o n

c r i t e r i a a t t h e e n d o f c o n t r a c t o r

d e v e

l o p m e n t t e r m

C o n t r a c t o r e x i t s

c o n t r a c t o r d e

v e l o p m e n t

p r o g r a m m e s u c c e s s f u l

Y e s

Y e s

Y e s

N o

N o

N o


33/36


31

M

O N I T O R I N G A N D E V A L U A T

I O N P R O C E D U R E

D

e v e l o p M o n i t o r i n g a n d

E v a l u a t i o n P l a n w i t h

s p e c i c g o a l s

D e t e r m i n e t h e i n d i c a t o r s

t o b e m e a s u r e d

M e a s

u r e t h e v a r i o u s

i n d i c a t o r s

O b t a i n r e

s u l t s f o r

e a c h m e a

s u r e m e n t

C o m p a r e r e s u l t s t o

i d e n t i e d g o a l s f r o m t h e

m e a s u r e m e n t c o n d u c t e d

W e r e t h e i d e

n t i e d g o a l s

a c h i e

v e d ?

T h e C o n t r a c t o r D e v e l o p m e n t

P r o g r a m m e ( C D P ) w a s s u c c e s s f u l

Y e s N

o

D e v e l o p a C o n t r a c t o r

D e v e l o p m e n t

I m p r o v e m e n t P l a n

M o n i t o r i n g a n d

E v a l u a t i o n P l a n


34/36


32

Notes:


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33

Notes:


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Guidelines for Implementing Contractor Development Programmes