Background The NDPW has since the inception of the procurement reform in 1995 been actively involved in conceptualising and implementing programmes to promote emerging contractors, These include: Targeted or Affirmative Procurement Policy (TPP/APP) Emerging Contractor Development Programme (ECDP) CIDB Construction Transformation Charter
Why Incubator Programme? Experience of the DPW & The Status Quo Report (2002/2004) Achievements –Increased participation of HDIs in the mainstream economy –Increased economic activity in depressed areas –Minimum premium Challenges –Oversupply of small contractors –Lack of sustainability of the targeted enterprises and the inability of these enterprises to compete in the open market –Issues that limit the growth of emerging contractors include Perceived low entry Market conditions – fluctuating work for contractors Client related constraints – e.g. delayed payment Contractor related constraints - lack of business management skills, and Ineffective support
Objective of the Incubator Programme To create an environment that enables the growth and development of small to medium sized construction enterprises to become sustainable construction enterprises.
Key Elements The environment is composed of: Steady access to work opportunities to ensure sustainability Supply side measures underpinned by an enterprise development programme including: mentorship, training, finance and information Enabling environment namely: uniform and standard procurement and contract documentation and practices, and prompt payment The key elements are contained overall guideline ie. the CIP management plan - distribution.doc CIP management plan - distribution.doc
Entry Criteria To participate in the CIP, prospective participants should adhere to the following acceptance criteria: Active CIDB grading 3 – 7 Construction experience or construction related training (Works Capability – CIDB criteria) Financial capability and track record (CIDB min criteria for grade 3) Access to skilled staff Level of contractor development (SACEM) Preference given to blacks, women, youth and the disabled
Envisaged outcomes To create sustainable contracting enterprises…. Entities who have knowledge and capability to integrate finance, human and material resources to produce a construction product. At the end of year three (contractor duration on CIP): Increased number of sustainable black contractors able to execute relatively large projects (R1,5m– R30m) Improved commercial and managerial capacity of black contractors in the construction industry
Invitation to Register for CIP (HO/RO) Selection of Applicants (CIP Guidelines) (HO & RO) Approval (HO) identify suitable Projects (Steering Comm) Create CIP Register of Participants (HO) Invite Mentors To apply (HO/RO) Call for expression Of Interest in Projects (HO & RO) Appoint Mentors Finalise Available work programme Finalise Expression of Interest list (CIDB Category Invite CIP Contractors to bid (SCM) Enterprise Development Plan (mentor & contractor Evaluation Of Bids (RBC) Award of contract (RBC) Structured Mentorship, Training, Finance & Institutional support Stage 1 CIP Processes Mentors Assessment of Contractor's Level of Development Monthly, Quarterly & Annual Assessment Final Assessment (Sustainability Indicators) Contractor exit – end of yr 3
Access to Work Opportunities Work opportunity not guaranteed DPW to allocate work to CIP to: Enable project-based mentorship and training Ensure contractor sustainability Procurement with the PPPFA and DPW Supply Chain Management framework Closed tendering (nominated procedure) Expression of interest Consolidation of interest and opportunities Inviting suitable participants to bid
Project Identification Identify potential projects though strategic planning and budgeting (MTEF) Categorise the projects by value, risk, priority, complexity and size Consideration for Match to existing contractors Size and value of the contracts (grading 3 – 7) DPW priority Complexity (general building and structural civil) Term (maintenance) projects are likely to be highly desirable
Procurement Strategy The procurement policy makes provision for nomination from a pre-qualified CIP list (i.e. nominated procedure) Strategy allows for direct tendering, sub- contracting, joint ventures and other forms of tendering (CIDB prescripts)
Access to Mentorship Mentor responsibilities: Assists the contracting enterprise to assess its level of development and strengths and weaknesses (SACEM) Guides the contracting enterprise through a development programme Provides both technical (project related) and business (enterprise development) support and coaching based on development plans Selects appropriate training Facilitate (with Programme Management Team) access to the support mechanisms e.g. technology and institutional support Assesses the contracting enterprise for improvement on a monthly, quarterly, annually and upon exit to the programme
Access to Training Contractor assessments provides a framework for determining training requirements Training is incorporated in the contractor development plans All training intervention should be within the SAQA (& CETA) framework and guidelines
Access to Finance Arrangement with SBSA to facilitate efficient access to working and asset based capital (guarantee finance, purchase materials, pay labour) Internal enabling environment (DPW guarantee scheme, shorter payment intervals) Other Support (within the NCDP): Financial support from NURCHA Strategy for sustainable access to finance … being developed
Development Process This process will be continuously monitored and evaluated by the Incubator Management Team
Monitoring & Evaluation Incorporates contractor, mentor and project performance Contractor performance: SACEM assessments (reports and development plans) Mentorship: mentor reports Project: project management reports Monthly, quarterly, annual and exit reports Interpretation of the contractor business results e.g. improvement of the financial bank rating, profitability, cidb grading
Exit Strategy At the end of three years, the contractor will exit the CIP at the level where the sustainability criteria have been met over the last three assessments. In brief, the contractor exit criteria is: CIDB grading at the level to which being mentored, i.e. satisfies CIDB criteria for grading one level higher than currently registered. The afore-mentioned criterion is based on the contractor's potential and capability to profitably deliver projects as required by the clients.
Business Results To be considered sustainable, a contracting enterprise must meet the following criteria: is legally established and appropriately registered; has a market niche that is not stretched too widely across different types of work; understands the various construction processes and has the required networks for contracting; has the staff with the necessary technical and managerial skills and knowledge to carry out work; has established technical and business systems and processes and has access to other resources to execute the work; has delivered consistently good results; and has a stable and positive cash-flow and a growing assets base.
Resources The main resources required are: DPW project managers Programme Management Team Steering Committees Contractors (commitment) Mentors Training management support (External) Technical consultants Budgets
Risks Mismatch of contractors with available contracts Contractors falling out before the end of the programme Inappropriate sustainability indicators Problem with stakeholder understanding and buy-in
Key Success Factors Selection of Right Project Team as well as mentors Selection of appropriate contractors and contracts Communication and buy-in by stakeholders Phased approach to implementation (Implementation will be used to validate the indicators) Clear project guidelines and procedures Realistic schedules and delivery deadlines Regular reporting (monitoring and evaluation) Understanding of individual responsibilities Integrated approach