CECACommunicates

Issue 55November 2008

DIPLOMAS LAUNCHED: 1,545 STUDENTS COMMENCE STUDIES

September saw the long awaited launch of the Construction and Built Environment Diplomas. The qualifi cation was fi rst proposed in the Tomlinson Review and was envisaged as a qualifi cation with a large vocational element, carrying equal value to em-ployers as GCSEs and A levels. The Diploma is designed to be delivered through a consortia, a group of local schools, colleges, training providers and employers who will work together to de-liver the content of the Diploma. Throughout the development of the Diploma CECA has been scrutinising the work of both Gov-ernment and ConstructionSkills to ensure that a quality product is delivered to students, that allows them to pursue a career in the industry.

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Training Edition

In This Issue:Chairman’s Column P2 Midland Focus P3 How to fi nd an Apprentice P5 CPCS Cards P6

Training News P7Apprenticeships Comment P8Managing the Future P9Adam Afriyie Comment P12

CECA Members show concern over new CPCS trainingDuring a recent CECA (Scotland) discussion about CPCS it became clear that there were signifi cant concerns about the Construction Plant Competence Scheme (CPCS). Members’ feedback overwhelmingly indicated that fi rms were unhappy with the changes to the CPCS scheme, particularly the cost, both in time and fi nance, incurred by their company and individual staff. Additional concerns were focused on the lack of qualifi ed trainers available, both to train and assess staff.

Typical feedback received from members included: “...the new testing regime is too expensive both directly - the cost of the tests - and indirectly - the time away from site to undergo testing....”, “...whilst we are able to utilise in-house training the courses cannot be organised to enable small numbers to receive train-ing resulting in some individuals continuing to operate with trainee cards (or on some occasions with an expired card) whilst they await a suitable course vacancy.”

Further concerns, though fewer in number, were expressed by members regarding the new Log Book, a typical comment was “the use of log books in principle is ok but even though they do not require continual experience of items of plant, some of our opera-tives have diffi culty putting in suffi cient hours, which is dependent on the type of contract they are operating on.”

Concern has also been expressed about the transfer arrangements for existing training providers to gain recognition as train-ers and testers. One employer stated that “I use a handful of core training providers, who I deem as highly competent, and the diffi culty that they are having will mean that some of them will decide it is too much bother to continue training and assessing to this standard.” This could in the longer term put a strain on the existing provision. Joe Johnson, CECA’s Director of Training, stated that

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Carillion plant operatives at work on the Boscastle fl ood defence scheme

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CECA CommunicatesPage 2

CHAIRMAN’S Column

The six months since the last Training Bulletin have seen many developments in key areas of training. Developments have occurred in both industry specifi c issues as well as in the wider training arena.

The changes to the CPCS have now been implemented and there is now a transition period to allow for the full transfer to the new scheme format. CECA has been made aware of issues with both the new system and the implementation phase, explored in more detail within this issue, and these have been passed to the CPCS Management Committee through CECA’s representative.

The Diplomas, the new education qualifi cation that the Government hope will replace GCSEs and A levels, have been launched and as commented on elsewhere in this edition the up take by students has been poor. However this poor take up should be seen as an opportunity for employers to get involved with schools and colleges to ensure the qualifi cation becomes attractive to students. The lower numbers of students commencing studies will allow time for quality work experience packages to be developed, which may attract more students to subsequent Diploma courses. Attracting committed and dedicated students will be good for the industry and will provide employers with better quality recruits who have a fundamental understanding of the industry they are joining.

The new Chief Executive of ConstructionSkills, Mark Farrar, has taken up his post recently. Mark joined ConstructionSkills in March 2007 and his new appointment was announced in May prior to his taking up the post in September. We welcome his appointment and CECA has already meet with Mark to brief him in detail on the aims of CECA and our current concerns. Mark has stated his desire to maintain good lines of communication with CECA in the future and as the effects of the economic downturn work through the industry to ensure the specifi c needs of the civil engineering community are understood and taken into account.

There have also been changes at the National Construction College (NCC). Andy Walder has taken over as Director of the NCC , following the retirement of David Boyden. Andy is another internal appointment, having previously worked as the NCC Commercial Manager. I wish Mark and Andy well in their new roles and look forward to working with them in the future and wish David well in his retirement.

The important work of CECA in representing members’ views to ConstructionSkills continues. In 2008 our People & Resources Committee received presentations from ConstructionSkills staff, setting out changes the Grant Scheme and CPCS, as well as having detailed discussions with Brian Adams, Chief Executive of CSCS Ltd. A delegation from CECA was invited by the Department for Children, School and Families to discuss concerns on the changes that will be made the Learning & Skills Council and funding for post-16 training. CECA was the only Federation that received such an invitation and this demonstrates the Government’s perception that CECA represents an important voice that need to be listened to when considering changes to funding streams.

Throughout 2008 CECA has maintained full representation on the Main Board of CITB-ConstructionSkills and all of its major committees. This strong representation ensures that members’ concerns are voiced at the highest level and allows CECA to be seen as an important strategic partner in these turbulent times.Finally, can I take this opportunity on behalf of the People & Resources Committee to wish you all a happy Christmas and a profi table 2009.

Kevin Bennett

Chairman, CECA People & Resources Committee

Tel: 020 7227 4620Fax: 020 7227 4621enquiries@ceca.co.uk

Civil Engineering Contractors Association

55 Tuft on StreetLondon SW1P 3QL

CECA Speaks for the industry on skills development

Kevin Bennett discusses changes to training programmes and CECA’s work to promote the need for a skilled workforce

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CECA Communicates Page 3

Regional Focus

There seems to be little else on any-one’s mind in recent weeks except the appalling state of the economy. The housing market has clearly been taking the brunt of the construction

downturn, with both the East and West Midland regions feeling the effects. Although civil engineering seems to be holding up, many CECA members rely on some of their turnover from house builders and commercial developers. However, after years of lobbying by CECA and others for greater investment in UK infra-structure, this unprecedented and largely unpredicted disastrous state of affairs may have, paradoxically triggered the Prime Minister, Gordon Brown and Chancellor, Alistair Darling into ac-tion. At last they seem to agree that public infrastructure invest-ment is the driver for economic recovery and they have pledged to switch spending priorities to areas that make a difference. Let’s hope we see some action very soon!

On this patch, the £600m New Street Station refurbishment should get under way early next year. Severn Trent has re-cently announced its consultancy framework for its £2.9bn Asset Management Plan AMP5 starting in 2010, with Design and Con-struct Frameworks no doubt soon to follow. In addition the High-ways Agency has invited bids for its Area 9 and 10 Construction Management Framework, which should last for four years and

be worth up to £300 million. The process will obviously produce some winners and some disappointed losers. That is and always has been the trouble with frameworks; if you are successful then you have a secure medium-term workload; if you are not, and particularly if you have failed to re-new a framework, then you may not have a business anymore.

As one of my Rail Clients said to me some years ago, “CECA is a strange organisation, seemingly composed of competitors all vying for the same client(s)- what strange bed fellows”…My cynical view used to be that Contractors’ joined CECA not par-ticularly for what they could get out of it but because if they weren’t involved then they felt that they would be missing out on something, but they weren’t sure what!

However, my view has substantially changed - whilst there has always been a desire to joint venture, particularly amongst the major players, there is now a real willingness for Contractors’ to work together within the supply chains of their once competitors. This is becoming more and more crucial as the number of Con-tractors reduces with the recent surge in mergers and acquisi-tions, and the increase in the number of public and private sec-tor clients who are operating framework contracting methods of procurement. CECA Midlands has for some time been engaged in match making between its membership and we are actively encouraging Clients to choose only prequalifi ed CECA members and Contractors to choose SME members with their own resources rather than “Men in White Vans”. Perhaps now is the time for CECA to show its strength and facilitate collaboration between its major players and its SMEs.

One the main priorities within CECA Midlands has been training and particularly training of young people. This year is no excep-tion with a substantial training programme underway including three NVQ courses in Construction Management.

In addition we have rolled out Conditions of Contract Seminars, originating from our colleagues in CECA Southern, which are ex-tremely well presented by Mark Bezzant and free to all CECA members.

This year after the phenomenal success of its inaugural year in 2007, we are again holding the CECA Midlands, Site Manager of the Year 2008 Award. Tom Williams, formerly of Jackson Civil Engineering, was so pleased with the efforts of his team in enabling him to be last year’s winner that he held a very glam-orous “Butterfl y Ball” in May which raised nearly £1500 for a local hospice. Tom commented “Without CECA’s commitment to rewarding those that strive for the highest industry standards we couldn’t have held the event, raised the charity donation or cre-ated such a memorable evening.’

The 2008 CECA Midlands ‘Site Manager of the Year Award’ will be made at the Annual Dinner on 28th November at the Hilton Metropole, Birmingham.

Midlands Sees Supply Chain Cooperation

In this edition we go to the Midlands for our regional comment. CECA Midlands Chairman, Ray Bell, shares his views.

Artist’s impression of upgraded Birmingham New Street Station

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CECA CommunicatesPage 4

This year CECA Midlands has concentrated on offering the membership ‘value for money’ through high quality, subsidised training and development for its members. Key to this has been successful investigation into alternative funding, to help deliver against demand for specifi c and relevant training at an affordable cost. A successful bid to the ConstructionSkills Management and Supervisory Development Programme has enabled delivery of heavily subsidised courses at NVQ Levels 3, 4 and 5 in Construction Management. The fi rst of these pilot courses con-cluded on the 9th September with the outstanding result of all eighteen delegates achieving their NVQ in what amounts to six months. Attendance was 90% throughout the six ‘infi ll skills sessions’ delivered by the renowned Bob Bilbrough Associates and delegate feedback has been extremely positive.

The second tranche of courses, including the level 5 NVQ, is now underway with 29 delegates registered and the same number of achievements envisaged by March 2009. A fur-ther bid has been successful and similar courses will be deliv-ered to CECA members in the Midlands and Southern regions during 2009.

Other funding has made it possible to deliver a suite of spe-cialized contractual seminars completely free of charge. The NEC3 contractual seminars have been highly successful, deliv-ered by Mark Bezzant, an expert in contractual matters. To ensure all sectors of the market place are adequately cov-ered by our seminar training sessions, CECA Midlands has in-troduced a programme of seminars on the Network Rail Form of Contract.

Brian Frost, Director of the Midlands region, has also been engaged with the Lifelong Learning Network to investigate possible funding for the delivery of ‘soft skills’ training to the

construction industry. If Brian is successful in gaining funding he is looking to deliver a suite of short one-day sessions next year.

“The burden of legislative and H&S training on the construc-tion industry is so great that it is easy to overlook ‘soft skills’ training such as rapport building and presentation skills. Yet, it is these skills that help to give polish to individuals so that they are best placed to refl ect the ethos and professionalism of their organisation.”

In September 2008 CECA Midlands staged a briefi ng on Corporate Manslaughter and Corporate Homicide Act 2007. Some 60 members received comprehensive Crisis Manage-ment from a team led by Zurich Insurance whch included guidance from the legal representatives of Berrymans Lace Mawer. The key objective of the session was to ensure that in the event of a crisis “members and/or individuals put them-selves in the best possible position following an accident”. Tim-mins Whittaker, insurance brokers, sponsored the event and a delivery team will be meeting in the near future to discuss how jointly we can bring additional advice of this type to the membership.

There are many other training initiatives in the pipeline, which will hopefully come to fruition in 2009 as CECA Midlands is investigating means of how the Association can attract direct Government funding so that it can bring a quality and impar-tial training and advice service to its members. Developments on all of the above initiatives and detailed information about the seminars can be found on www.ceca.co.uk (Midlands re-gion) or call 01746 762657 for more information.

Midland’s NVQ Success Only Part of the Training Picture

Regional Focus

Successful eandidates enjoy graduation from level 3/4 NVQ program

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CECA Communicates Page 5

Many businesses are worried about skills shortages in the indus-try and taking on apprentices is a good way to tackle them but we know that for many businesses, taking on an apprentice is a big decision. Every apprentice will require time from his employ-ers, as well as a fi nancial commitment and no-one wants to make a commitment to training someone to fi nd they are not a good fi t for their business, or do not stay the course. That’s why it’s vital that when you do decide to take on an apprentice, you are sure that they are the right person for your business.

There are many ways to ensure this. Top of the list is a respect-able apprenticeship agency so you can be assured of a good standard and range of candidates to choose from. For example ConstructionSkills Apprentices have all passed a screening test in advance and we offer them and you support throughout the apprenticeship – this is why, at over 70%, we have some of the best completion rates in the sector. However, even with that safeguard, there are still some additional tips that can help you make the best choice about a potential new recruit.

Firstly, do not be afraid to ask some searching questions. If your potential apprentice is straight out of school; ask about grades, punctuality and attendance. Do not be afraid to ask for school reports to back this up or references from previous employers or teachers. If you are taking on a Programme Led Apprentice who has completed time at college, you will automatically have access to grades, punctuality, attendance and in-house behav-iour passed on via ConstructionSkills. You should also ask your potential apprentice about how they feel about variable hours and working in all weathers, so they are aware of the hours and conditions that come with the job.

Secondly, consider what kind of person would be best suited to your business. What kind of working environment would they have to deal with? What type of work is available? What sort of person would get on with your other employees? What type of person would impress your clients? Take someone with a clear interest in your line of work and a good personality fi t. Also, consider the widest possible applicant pool – for many clients

female or ethnic minority trainees might be an advantage.

Thirdly, think about what sort of apprenticeship structure would suit your business best. Traditional apprenticeships involve a day-release or block-release programme over two or three years, which means that your apprentice will not always be on site. However, this college programme can all be arranged by Con-structionSkills to make the process as hassle-free as possible, and you do have the opportunity to take someone on at a young age and train them up from scratch.

Programme-Led Apprenticeships (PLAs) are different in that they allow young people to complete a full time college based construction course during this time and they gain certain key qualifi cations before completing the practical aspects required to attain NVQ Level 2 through a continuous placement of up to 12 months with an employer. This new approach means that employers take on apprentices with a more advanced knowl-edge of their designated profession.

Both types of apprenticeship have different advantages for different businesses and a ConstructionSkills Adviser should be able to help you work out which route is best for you.

However, it is not just about the apprentice being right for you – your business also needs to be right for them. Before taking on an apprentice you need to be realistic about your scope and range of work, your ability to support their training needs and whether taking on an apprentice will help your business. Work-ing with a apprenticeship agency such as ConstructionSkills, for example, means that your business would need to undergo a ‘pre-placement check’ to confi rm the working environment is safe, and that your business is suitable to take someone on. Many businesses fi nd this reassuring – as well as knowing there is ongoing support from the ConstructionSkills Training Offi cers, who can help troubleshoot any issues that might arise.

Taking on an apprentice may initially seem daunting, but with so much help and advice on hand, and fi nancial support of up to £11,750 available, it can actually be the best way of ex-panding your business and ensuring a future for your trade.

ConstructionSkills is the Sector Skills Council working to deliver a safe, professional and fully qualifi ed construction workforce. For further information, visit www.cskills.org/apprenticeships or call 0844 844 0046 or fax 0844 844 0401.

How to find the right apprentice for your business?Robert MacGregor, Business Support Manager for ConstructionSkills, advises businesses on how to fi nd the right apprentice for them.

TRAINING Comment

Apprentices can offer assistance on site

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CECA CommunicatesPage 6

Diplomas Launched: 1,545 Students Commence Studies

CPCS Card Concerns Amongst CECA Members

SKILLS News

Colas, highways work

“should fewer current assessors decide not to become recognised as trainers or testers, then there may be not be suffi cient testers and trainers to meet demand. This could hinder the training of operatives which may have an impact on an employers’ ability to meet contract deadlines.”

The changes to the CPCS scheme were made in consultation with the industry and were introduced to offer a better stand-ard of training to staff, ensuring that contractors could have faith in the qualifi cations. The concerns raised by members were discussed at a recent meeting of CECA’s People and Re-sources Committee which examines in detail changes to train-ing schemes.

When presented with the comments of CECA members Mark Bodger CPCS Product Manager stated; “ConstructionSkills has supported the CPCS Management Committee in its review of the CPCS Scheme, which was based on feedback from companies and organisations representing over 44,000 employees.

“The new Scheme provides greater fl exibility in allowing employ-ers to train their own staff in preparation for sitting the CPCS Technical Tests and the scheme permits these Tests to be undertak-en on pre-inspected sites, which can include company locations.

Initial industry feedback suggests that the new logbook format is a signifi cant improvement. The number of hours required for re-newal of a card did not change under the review. If an individual cannot achieve the hours required in the logbook, they can sit either an on-site assessment or take a practical Test to maintain their category. The Scheme now has over six hundred trainers and over six hundred and forty testers, a similar number to previous active CPCS Instructors.”

“The CPCS Management Committee is monitoring comments and will gratefully receive suggestions for improvements that can be considered at its meetings. These would be best fed through the CECA representative who has been an integral part of the review process.”

CECA remains committed to ensuring that our members’ work-force is fully trained and can carry out their work safely and effectively. Members are accepting that this involves some form of external moderation and as such CECA will continue to work closely with ConstructionSkills and other accreditation bodies to ensure the best training programmes are delivered for mem-bers.

The method of studying the Diploma will be different to the norm in that students will study topics that relate to a specifi c sector of industry. The Government hopes that by making the subjects relate to the real world and using employers to give work related lessons, those students who have become disengaged from conventional methods of study will take an interest in learning. It was also hoped that with employers being involved in both the development and delivery of the Diploma a valuable qualifi cation would be created that was recognised by employers.

By making the method of study more related to real life work the Government had hoped that the Diploma would be taken up by large numbers of students, however at the fi nal count a total of 1,545 have started their studies. Although the number is disap-pointingly low, this should be seen as an opportunity to ensure that the vocational element of the Diploma becomes recognised as an attractive addition.

ConstructionSkills is in the process of ensuring that all consortia have suffi cient levels of engagement with employers to ensure all those students enrolled on the Diploma have their entitlement to 10 days of work experience. To date there has been no guidance issued by either Government or ConstructionSkills on what types of activities can be undertaken during work experience. CECA has developed examples of possible work activities which have been passed on to ConstructionSkills but has yet to see these ex-amples be made available to the wider construction industry.

CECA’s Director of Training, Joe Johnson, believes that the reduced up-take will provide a golden opportunity to develop the Diplo-ma to meet the exact needs of the industry in general. “With the launch of the Diploma, now is the time to concentrate on making it a success. I have been asked by many employers for guidance on what they should be looking to do for work experience. My fear is that without guidance from a central source, either Construc-tionSkills or Government, each consortium will develop its own solution and there will be no consistency. A lack of consistency in either the provision of work experience, or in the delivery of the Diploma content, will lead to a lack of confi dence from employers in the standards that have been reached by students.”

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CECA Communicates Page 7

Apprenticeships broadened to benefit employersConstructionSkills has announced signifi cant changes to the structure of Apprenticeships following industry consultation. The changes have been designed to bring benefi ts to both businesses and their apprentices.

The “broadened” apprenticeships will include additional aspects of learning to give young people a deeper grounding in the industry, making them more employable.

Industry feedback to ConstructionSkills’ consultations highlighted the need for an upgrade to the apprenticeship programme so that it better represented day-to-day business practices. The changes were formalised by the Sector Skills Council’s Construction Qualifi cation Strategy (CQS) and are being implemented to ensure that the provision of training and qualifi cations adheres to the needs of all businesses.

The Construction Awards Alliance – an alliance between ConstructionSkills Awards and City & Guilds – has since been in close liaison with employers, federations and training providers to develop the more in-depth qualifi cation. The development allows delivery as a stand alone qualifi cation or as part of the broadened Apprenticeship.

Commenting on the changes Nick Gooderson, Head of Standards and Qaulifi caitons for ConstructionSkills, said: “The most important aspect of the broadening of Apprenticeships is that it has been driven by the industry itself.

“Employers identifi ed the need for the expansion of the qualifi cation and have also been heavily involved with the Construction Awards Alliance in the development of the new technical certifi cate. The move to broaden the scope of Apprenticeships will

have signifi cant benefi ts for everyone within the industry and enable us to drive improvements at a time when the Government is looking to expand apprenticeship take up across all sectors. This will help ensure their continued relevance and maintain the UK’s position as a global construction leader.”

What the broadened scheme offers to students:Study aspects of complementary disciplines alongside their main • subjectGain a strong grasp of business-related skills such as planning and • estimatingLearn different building methods and about sustainability• Develop an increased awareness of site hazards through an expanded • Health & Safety unit

Civil Engineering Technician Plant Operator Plant Mechanic

Civil Engineering Operative Plant Technician Crane Operative

Construction & Engineering Services

Public Utilities Distribution

Demolition Operative

Highways Maintenance Mason Paviour Groundworker

Apprenticeship schemes available include:

CSCS Sponsor Reissue of CECA’s Manual of Ap-proved Cards

CSCS has agreed to fi nance a review and reissue of CECA’s Manual of Ap-proved Cards. The sponsorship will cover the updating of the information con-tained within the Manual and the publication of new hard copies. The Manual was fi rst issue in March 2004 and there have been many changes that have taken place since that time.

Joe Johnson, Director of Training for CECA, is keen that the revised Manual ac-curately refl ects those cards that are acceptable to members for site entrance. “I am hearing that contractors now accept a wide variety of cards. We need to ensure that this information is included in the revision so that it is as current as possible. I have been asking members of the People & Resources (P&R) Com-mittee for details of which cards they accept and would welcome contributions from other members.”

The revised Manual will be available to members in early 2009 and will be produced in hard copy and as a pdf.

A very short questionnaire can be found at http://www.ceca.co.uk/NewsDe-tail.aspx?NewsID=182&NewsTypeID=2 only requiring tick boxes to complete. Members should forward their returns to Joe Johnson at joejohnson@ceca.co.uk

TRAINING News

Colas workforce laying new black top

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CECA CommunicatesPage 8

TRAINING Comment

Once a business has spent time and effort recruiting the right apprentice, it is all too easy to forget that the employer still needs to make sure that the apprentice settles in and is support-ed so that they do not leave before their training is complete. Although each business is different, there are some key steps all companies can take to help retain their apprentices throughout training and beyond.

Over 70% of ConstructionSkills Apprentices complete their training and this high completion rate (the best in the industry) continues to increase year on year. We believe this is because we spend as much time making sure apprentices and employers are happy after recruitment, as we do ensuring the right ap-prentice is placed with the right fi rm.

By continuing to be involved with employers and apprentices, it has also been easier for us to learn from those people who get it right. In my experience, the employers who are most success-ful in retaining their apprentices tend to be the ones who treat them fi rmly, but fairly, providing them with the guidance and respect they would afford any of their employees. These com-panies also see apprentices as essential to the future success of the company and an integral part of the business – rather than someone temporary who can help out with odd jobs for a couple of years.

One such exemplar business is North West fi rm Austin Watson. As company secretary Margaret Watson explains: “Investing in young people’s futures encourages them to stay loyal to the company. In fact many of our fi rst apprentices are still with us today - including one who’s been here for 26 years!”

At ConstructionSkills, the message I constantly hear from our Company Development Advisors and Training Offi cers is that there are three crucial stages in the fi rst few months, which help acclimatise the apprentice and the employer and set the ground rules for a productive working relationship. These stages are preparation before joining, induction in the fi rst week and ap-praisal after six weeks – and could make all the difference to your apprentices’ performance.

PreparationBefore the apprentice sets foot on site, an employer will be asked by ConstructionSkills to undertake a short two hour work-based recorder course as part of the prepara-tion – this helps the employer understand the apprentice-ship scheme, the needs of the apprentice and the support they will need to offer. It is also crucial to negotiate pay and terms and conditions upfront, including work hours and how the apprentice will travel to the sites. If the con-tract between apprentice and employer is signed and ba-sic working expectations agreed before they start work, it saves many problems in the long run.

InductionWhen the apprentice starts work, it is key that a simple induction process takes place as soon as possible in the fi rst week. This helps settle new recruits into a company and helps explain what is expected from them, in what is often their fi rst professional job. We advise that employers take the apprentice through the history of the company, take them round the site and introduce them to safety equip-ment. The apprentice can also be taken through a health and safety induction by the local ConstrucionSkills Training Offi cer. Getting colleagues involved in the induction can also help break the ice.

AppraisalThe last step is to have a clear review system in place, such as ConstructionSkills operates for all its apprentices. Drop-out is most common during the fi rst 10 weeks, so holding a review after six weeks is crucial in terms of identifying problems early on. We would recommend that this fi rst re-view happens on-site with both a ConstructionSkills Training Offi cer and also a member of the company present. Any issues raised by the apprentice can be discussed and then the Training Offi cer can help employer and apprentice to come to some agreement. After the six week review Con-structionSkills will carry out further consultative meetings off-site but we recommend that employers also keep to a schedule of reviews and report any problems that arise to their Training Offi cer.

“The most common problems raised by apprentices at these reviews are pay, travel and expenses for travel. The most common problems raised by employers in managing and supporting apprentices are pay, time-keeping and attendance at college. However, with tens of thousands of apprentices qualifying every year, these problems are

Checklist for managing an apprentice

Before joining:Negotiate pay.• Set up Terms and Conditions and sign • contract.

Week 1: Induction course led by the employer.• Supply full personal protective equipment.• Health and safety conducted on site by the • ConstructionSkills Training Offi cer.

Week 6:Conduct a review of the apprentice’s work in • conjunction with ConstructionSkills.

How to ensure your apprentices complete the training processIn his fi rst two articles Robert MacGregor, Business Support Manager for ConstructionSkills, has discussed why businesses should take on apprentices (published in the spring edition of Communicates) and how to fi nd the right apprentice. In the fi nal article in the series, Robert talks about how best to manage and support apprentices through the training process, to ensure they complete their training and provide maximum benefi t to your business.

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CECA Communicates Page 9

TRAINING Newsfar from insurmountable, and ConstructionSkills Offi cers can pro-vide plenty of practical advice based on their experiences”

The most common areas which employers forget to do prior to an apprentice joining, which can end up causing diffi culties for both apprentice and employer alike, are forgetting to: supply full personal protective equipment (PPE); negotiate pay upfront; and set up terms and conditions and a contract before the ap-prentice starts. By following the checklist shown opposite, you can help minimise any of those risks.

Employers are getting increasingly savvy about how to manage and support apprentices and we are constantly impressed by the businesses we see. With support available from a Construction-Skills Company Development Adviser or Training Offi cer, and grants of up to £11,750, there’s never been a better time to think about taking the plunge.

For further information, visit www.cskills.org/apprenticeships or call 0844 844 0046 or fax 0844 844 0401.

Get More Students Onto Site With New Guidance From BERR

The Joint Board of Moderators (JBM) and the Department for Business Enterprise and Regulatory Reform (BERR) have issued a guidance note on the subject of site visits by university students (full version available through the JBM’s website). The JBM notes that there is currently a lack of opportunity to make site visits and observe construction activities in the workplace. The common reasons cited for this are Health and Safety barriers and a lack of local projects. In order to achieve more site visits cooperation between universities and construction companies is needed.

The guidance note establishes that site visits do not break health and safety legislation provided risks are managed and the appropriate procedures are in place to address specifi c site hazards. Site visits to certain sites are deemed in appropriate due to the special training necessary for safe working, for example underground tunnelling sites, work on the rail network or underwater works. The guidance note stresses that provided the usual site visit guidelines are followed, site visits can offer students an opportunity to better understand the importance of health and safety legislation.

Site visits can be benefi cial to contractors too. The note points out that contractors should view site visits as a recruitment opportunity as well as an activity that can contribute to Corporate Responsibility Policy (CR). Particularly contractors working on university campuses could build a lasting relationship with both students and the teaching department. Those contractors not working on university sites, or not in direct communication with a university, are advised to contact a local universities Industry Liaison Panel.

Site visits are an opportunity to showcase an engineer’s role on site to students

CECA (Scotland) has been pressing for a recognised apprentice-ship route for a number of civil engineering occupational categories which do not fi t into the traditional four year craft apprenticeship route. The CECA (Scotland) Board aimed to rectify this anomaly during 2008 as part of its ongoing goal of attracting new recruits to the industry and providing a defi ned career path.

Discussing the new apprenticeships Alan Watt, Chief Executive of CECA (Scotland), said: “A lot of hard work has been put into de-veloping a more relevant framework for apprenticeships, refl ect-ing the workforce needs of CECA (Scotland) members. We are delighted to report that in response to our ongoing requests Con-structionSkills has developed a Modern Apprenticeship Framework for a number of 18 month SVQ Level 2 apprenticeships.

We appreciate all too well that the industry is suffer-ing signifi cantly during the current downturn. Speak-ing to a number of mem-bers, however, it is appar-ent many believe that we must still persevere with training and career im-provements to maintain the skills base that the industry has worked so hard to establish.”

CECA has agreed that the Scottish Building Apprenticeship & Training Council (SBATC) will become the registration body for these apprentices so that there remains one con-struction apprenticeship body in Scotland. CECA (Scotland) has also met with Con-structionSkills in Inchinnan, Inverness and Stepps to discuss funding routes, college provision and recruitment. Pay rates for the apprentices during and on completion of courses are being negotiated because this too is new ground.

More detailed information of the appren-ticeships is available through CECA (Scot-land), copies of which have been distrib-uted to members in Scotland. CECA will make a further announcement when the apprenticeships are launched.

New SVQ Modern Apprenticeships

New Apprenticeships will cover:

Roadbuilding• Formwork Operations• Highways Maintenance• Site Logistics• Plant Operations• Construction Operations•

www.ceca.co.uk

CECA CommunicatesPage 10

CECA’s Managing the Future course, launched this year, has proved to be a great success. The course was developed from a course that was being delivered by CECA Edmund Nut-tall (now Bam Nuttall) and was aimed at giving managers a more rounded view of the business. The course cost is subsi-dised by funding secured by Joe Johnson, CECA’s Director of Training, from the Management & Supervisory Development Programme (M&SDP), a ConstructionSkills fund set aside to support projects that look to increase the skills and knowledge of managers and supervisors.

The course, which is delivered through the National Construc-tion College (NCC), is designed to look at you, as a person, your personal motivation and how this is transferred to the business in terms of increasing profi ts and maintaining staff. The course is aimed to give delegates a greater range of tools with which to manage their responsibilities and themselves with one delegate stating that they had “achieved a real break-through with personal goals following the course”.

The course has been well attended this year (with some cours-es oversubscribed) and has been well received by all those who took part in it, with another delegate commenting that attending the course had allowed them “to see our business from a different perspective” and to change certain methods of work. Throughout this year 12 courses have been held, each with up to 14 delegates from a number of companies, ranging from the large contractors to the small companies. This breadth of experience has allowed those on the course to examine different aspects of best practice and to share personal views on course topics.

The course consists of four classroom based sessions that are four weeks apart. This keeps the time away from the business to a manageable level and allows the course to be completed in a short time frame. The course was developed to allow delegates to learn new techniques and relevant aspects of management theory and practice, have a period of time to implement those techniques and shape them to meet the needs of the delegates’ business and then to review this learning and development with other delegates at the next session. Joe Johnson, who has attended some of the sessions, is delighted that the development work has paid off. “A delegate told me that one session, on recruitment, proved so timely and useful that he used the new techniques the next day when he was interviewing potential new employees. This proves that the course is meeting the needs of our members and is giving them useful, relevant new skills.” Many delegates have commented that the course met their needs and one stated that this is an “excellent course and would highly recommend it for other

senior managers”.

The course is delivered by David Harrison who has been in-volved construction industry training for 30 years. David com-mented “It has been a pleasure to work with a large number of CECA members across England and Scotland. I have been very impressed with the calibre and enthusiasm of the del-egates who have attended the course. Over the four days we cover a wide range of subjects introducing proven man-agement theories mixed with practical exercises, diagnostics, games and plenty of good group discussions where we share our own experiences. The course notes are packed with tips and techniques all aimed at making the delegates more ef-fective leaders and managers and helping them build strong, effective and more competitive teams.”

Due to the great success in 2008 and high demand for course places, CECA will be running a further round of courses in 2009. There will be eight courses that will take place in Scot-land, North West, Yorkshire & Humberside, the Midlands and London. The course represents a good opportunity for Con-tinuous Professional Development for managers and NCC is currently investigating accrediting the course with a suitable and relevant qualifi cation in 2009 to make the course even more attractive.

The course has again been subsidised by the M&SDP fund-ing and, with this assistance, the course will cost £400 per delegate. This cost includes the four days’ training, as well as telephone mentoring sessions between each classroom session. Members who claim Grant from ConstructionSkills can reduce this cost by claiming back training day allowance on their Train-ing Plan for delegates who attend the course which will reduce the cost of attendance to £290. Bookings for 2009 will be coordinated through CECA regional offi ces, details of dates and locations are given in the table. If you wish to pre-book a place on the course please contact your regional offi ce.

Region Winter Start Date Summer Start Date Telephone Number

Southern 29 February 22 September 01243 538 863Midlands 10 February 17 September 01746 762 657

Yorks & Humbs 11 February - 01423 799 116

Scotland 12 February (Stirling) 9 September 01786 430 007

North West 22 April - 01768 840 588

TRAINING NewsSuccess for CECA’s managing the future course!

Delagtes on one of last year’s courses

www.ceca.co.uk

CECA Communicates Page 11

I thought that this issue of the Training Bulletin would be an ideal time to refl ect on the array of issues that I have been dealing with since the start of the year. I

have been seeking to raise the profi le of CECA to ensure that we have a respected voice in ConstructionSkills and the Gov-ernment Departments responsible for training programmes. In these actions I am always conscious that my fi rst responsibility is to CECA members and member needs are always a priority in my negotiations.

I currently sit on the National Construction College (NCC) Ad-visory Committee, a body which is made of employers, trade unions and other experts and seeks to offer guidance to the NCC on the direction it should take to meet employers current and future needs. In addition I am in regular communication with the contractors who represent CECA on ConstructionSkills committees. CECA has representatives on the Main Board, the Finance Committee, the Grant Scheme Working Party, the Train-ing Committee, the CPCS Management Committee, the Diploma Development Partnership and the Cross Industry Apprenticeship Task Force. As you can see, we try and ensure that if there is a committee that needs an industry voice, CECA has a place at the table.

A major part of my work this year has been liaising with The Department for Children, Schools and Families (DCSF) to fa-cilitate the successful launch of the new Construciton and Built Environment (C&BE) Diploma. CECA had, and still has, concerns about the content of the Diploma (both academic and the work experience elements) and the ability of contractors to meet the work experience demands. Much of my time was taken up on ensuring there were enough work experience places available for students to gain relevant experience as part of their studies.

As a result I spent much time in dialogue with the DCSF to re-lease provisional and fi nal take up numbers for the new course. The DCSF fi nally released the poor take up fi gures on the day that the Government announced an £39 billion rescue package for banks and Peter Mandelson was being sworn into the Lords; I shall let readers draw their own conclusion.

On a more positive note both DSCF and the Department for In-novation, University & Skills (DIUS) have been very keen to fi nd out contractors’ views on the forthcoming changes to the Learn-ing and Skills Council and the funding arrangements for 14-19 training and education. The changes that will occur will see the LSC being split up and its responsibilities transferred to Local Education Authorities (LEAs), with new bodies being set up to look at national issues. The Skills Funding Agency (SFA) will be established with responsibility for funding that will be directed towards Further Education colleges and other training provision to meet the needs of employers and learners. Underneath the SFA will be the National Apprenticeship Service (NAS) which will seek to both ensure that apprentices meet employers’ needs and that those students who wish to take an apprenticeship will be linked up with an employer.

In addition to looking outside CECA I have enjoyed attending regional Executive meetings, giving a presentation on the lat-est training developments. I have also been asked to go into member companies, which I am always delighted to do, to brief senior managers and training specialist on a wide variety of topics including; changes to the CPCS, how to set up a training plan, how to claim the maximum Grant and how to determine an individual’s training needs.

If you would like to discuss any particular issue you may have or arrange for me to visit your company, my contact details are at the end of this bulletin.

A Year In TrainingCECA’s Director of Training, Joe Johnson, discusses his recent work on behalf of

members.

CECA SOUTHERN TRAINING AWARDS

The CECA Southern region recently held its annual training awards. The prizes presented at the Southern Annual Dinner were awarded to the most promising:

Apprentice 2008 – won by James Chesterman • (Clancy Docwra Ltd)Quantity Surveyor 2008 – won by Adam • Jeeves (Fitzpatrick Contractors Ltd)Trainee Civil Engineer 2008 Joint Winners – • Greig Holloway (Morrison Construction) and Joe Button (Jackson Civil Engineering)Award winners, from left to right: Greig Holloway, Adam Jeeves, Alan Taylor -

Chairman CECA (Southern)- James Chesterman

www.ceca.co.uk

CECA CommunicatesPage 12

When the Olympic Games arrive in Britain, the world’s eyes will focus on our infrastructure as much as our athletes. Engi-neering matters – both for the reputation of our nation and the strength of our economy. As shadow minister for science and innovation, it is my ambition to maintain a suitable supply of qualifi ed engineers and strengthen the voice of engineering across public life.

Having started life as a cabling engineer, I moved to software engineering before starting my own businesses. I am therefore acutely aware of the importance of design and engineering in delivering successful projects.

Even before the recession set in, the UK had already fallen from fourth to tenth in the world competitiveness league tables. In the current economic climate there must be a concern that we could fall further.

My background is in business. And when you’re building a busi-ness you learn that you must translate ideas into reality in order to succeed. That’s where engineering can make a difference. Ultimately, the pace of innovation will determine our place in the world. And because engineering delivers the practical solutions that bridge the ‘innovation gap’, a strong engineering industry must feature prominently in the race to compete.

The Conservatives’ STEM report, An Innovative Society: Captur-ing the Potential of Science and Engineering recognised this in its focus on raising the profi le of engineering and increasing the number of engineers. Not only can qualifi ed engineers be highly employable, but research from the Engineering and Technology Board suggests that the majority of newly employed engineer-ing and technology graduates do not abandon their respective

subjects when they leave university. This does not mean that employers – or ministers – can rest easy. If there are skills shortages at graduate and technical levels, there can be real barriers to innovation.

That’s why our skills green paper, Building Skills, Transforming Lives, outlined the Conservative commitment to delivering multi-ple routes into higher education, more real apprenticeships, and an all-age careers service. In particular, I have called for the launch of an easily accessible online careers and training service that could empower individuals to make informed choices at key decision stages – releasing colleges, universities and training pro-viders to respond effectively to employer demand.

Engineering decisions will affect the future of our roads, rail-ways, airports and energy supplies. That’s why I am calling for a strong voice for engineering in government and Parlia-ment, and I will be announcing proposals shortly. The aim is less about prepping politicians to sit STEM exams and more about embedding an awareness of what science and engineer-ing can offer across public life.

From the many meetings, discussions and conferences I have held with the professional engineering institutes, I believe that govern-ment could make much better use of independent engineering expertise. Too often, this Government seems to subsume engi-neering within science, when in many ways there are practical differences between the two. Engineering enables us to solve practical problems: to master the physical world by converting our knowledge and ideas into goods, services and vital national infrastructure. The private sector has long recgnised its value. Government must now follow suit.

GUEST Comment

Conservatives Demand A Strong Voice For Engineering

Adam Afriyie MP, Shadow Minister for Science and Innovation sets out his, and the Conservative Party’s, views on the need for engineering skills development.

Safety, Health and Environment Com-mittee - 24 November 2008

External Relations Committee - 25 November 2008

Nuclear Forum - 3 December 2008

CECA Council - 9 December 2008

2008 CECA Meetings CECA (Naitonal) Contacts:Rosemary Beales (National Director)

020 7227 4620Joe Johnson (Training)

020 7227 4626Phil Morgan (External Relations)

020 7227 4625John Wilson (Technical and Environemnt)

020 7227 4624Alasdair Reisner (Industrial Affairs)

020 7227 4629