request for proposal for: transaction … for proposal for: transaction advisors contract number: ps...

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A P P O I N T M E N T O F C O N S U L T A N T S

RANDBURG CIVIC PRECINCT Property development partnership

2010/11 – 2011/12

REQUEST FOR PROPOSAL FOR:

Transaction Advisors Contract Number: PS 002/2011

April 2011

Randburg Civic Precinct Page No 3 Property development partnership April 2011 TABLE OF CONTENT Page No. COPY OF ADVERT 1. INTRODUCTION 4 2. PROJECT INFORMATION 5

2.1. Background 2.2. Development objectives 2.3. Location

3. APPOINTMENT 10 4. PRICING 11 5. PROGRAMME OF WORK 13

5.1. Scope of work – outputs 5.2. Scope of work – anticipated activities 5.3. Timeframes

6. PRESENTATION OF PROPOSALS 13 7. ASSESSMENT CRITERIA 15 7.1 Technical 15 7.2 BEE in shareholding, management, project team 15 7.3 Price 16 8. CLOSING DATE, TIME AND VENUE FOR SUBMISSIONS 16

8. ANNEXURES

A : Consultants Information B : BEE Declaration C : Declaration of Interest D : Declaration of Past SCM Practices E : Contract Form F : Tax Clearance Requirements G : Conditions of Contract H : Randburg CBD Urban Development Framework (2010)

Randburg Civic Precinct Page No 4 Property development partnership April 2011 1. INTRODUCTION The JDA is requesting proposals from transaction advisors with appropriate qualifications, skills and experience in legal, financial and technical aspects of property development to inform the development of the Randburg Civic Precinct, potentially through a public-private partnership.

The Randburg Civic Precinct is a well-located property in the Randburg CBD. It is currently used for a range of public services such as a library, licensing department, offices for NGOs; and there is a taxi rank and traders market on the property. The property has been earmarked for redevelopment for a number of years, but plans have been curtailed by an inability to raise capital grant funding; and controversy over the City of Joburg’s development plans for the wider area.

In June 2010 Council approved a new Urban Development Framework for the Randburg CBD; and in November 2010 a medium term implementation plan that recommended the development of the Civic Precinct through a public-private partnership was also approved.

Proposals for this contract are invited by public tender. All queries in connection with this document are to be submitted in writing to: Sharon Lewis E-mail : [email protected] 2. PROJECT INFORMATION 2.1 Background Despite its potential as a key regional transit node, Randburg CBD continues to function as a mid-level retail and office node, with less than optimal residential land-uses and limited public amenities. The Randburg CBD has experienced more than two decades of decline and under-development due to several factors ranging from property trends, lack of maintenance (of buildings and the public environment), competition with other retail and office nodes, and relocation of several key government functions. Despite several plans being commissioned and completed, limited success has been achieved in turning Randburg around since 2002.

In particular, office rentals remain depressed compared to other decentralised office nodes like Sandton, Fourways, Melrose Arch and even Braamfontein; and retail activity in Randburg has declined over this period. A key competitive advantage is Randburg’s importance as a transit hub, serving as a dominant taxi interchange. With the new Gautrain feeder and distribution bus service, and the proposed Rea Vaya bus rapid transit service, this position will be enhanced.

The new Randburg Urban Development Framework (UDF), approved by Council in July 2010, cites a lack of consensus and buy-in from stakeholders on key development proposals and a lack of urban management outside of the CID area as the main reasons for the ongoing decline. Key evidence of this contest over what should be done to turn Randburg around is the ongoing legal battle between property owners and the City of Joburg over the pedestrian bridge across Bram Fischer Drive and the routing of traffic through the CBD.

This UDF was developed through a comprehensive consultation process that was aided by significant coverage in the local newspapers and a number of public meetings where residents and land-owners engaged with the issues. It is clear that there is now consensus and buy-in for the priority recommendations for the development of the Randburg CBD. Based on its prominent locality, existing important land uses and potential the UDF proposed that the Civic node property should be redeveloped. The existing structures on the site are of limited value and divide the site into small development pockets, which are not economically viable for redevelopment. It is proposed that the property should be developed to accommodate large iconic buildings which provide the following:

Extensive council and government functions.

A multi-modal, multi level public transport facility accommodating taxi’s, and Rea Vaya and Gautrain buses.

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Randburg Civic Precinct Page No 5 Property development partnership April 2011

A multi-level structured parking area (serving the needs of the BRT and Gautrain commuters, a form of Park-and-Ride facility and also provide public and private parking for the proposed civic functions and other proposed land uses).

A variety of land uses including medium to high density residential (as well as affordable housing options e.g. Social housing), offices, retail, entertainment, refreshment and recreational uses.

A traders’ market linked to the taxi facility.

Public open spaces to celebrate the Civic Function of the site and to provide recreational spaces for the different users.

While a property development of this nature will optimise the use of the land parcel, there is also an alternative opportunity to use this property as an anchor for a Rea Vaya BRT trunk route that runs East-West from Randburg to Alexandra (through Sandton).

This means that an alternative option is for the development to be scoped to as transport and land development based PPP which would include the construction and operation of the BRT trunk route in order to capture the value of this new infrastructure and the market that is created by channelling bus commuters between Randburg and Alexandra or at least between Randburg and Sandton. The viability of this would need to be explored during the feasibility study phase of the project.

The estimated cost of the property development at is well beyond the capital budget available to the City of Joburg over the medium term. There are also clearly commercial returns that can be achieved if either of the developments is designed in an appropriate manner. While in the past, JPC has not received appropriate bids for the development of the site, we believe that by following the regulated PPP procurement process we can achieve a sound and appropriate partnership arrangement with a private developer on the strength of (a) a long-term development lease and public sector rental commitments for some of the space; or (b) these same commitments along with a concession to operate the BRT trunk route for a specified period of time.

2.2 Development objectives The Johannesburg Development Agency (JDA) is an agency of the City of Johannesburg that undertakes area-based development initiatives throughout Johannesburg in support of the City of Johannesburg’s Growth and Development Strategy. The JDA co-ordinates and manages capital investment projects involving both public and private sector stakeholders in order to:

Promote economic growth through the development or promotion of efficient business environments in Johannesburg;

Halt decline in selected areas, so as to enhance their ability to contribute to the economic development of the city and the quality of life of its residents;

Promote economic empowerment through the structuring and procurement of JDA projects, and their management;

Promote productive partnerships and co-operation between all relevant stakeholders in areas based developments;

Make Johannesburg safe, clean, attractive and user-friendly;

Facilitate public and private investment;

Aggressively address negative perceptions of the development area and increase the positive factors which will encourage investment and business.

The Randburg CBD UDF identifies priority projects that will:

Improve the movement system;

Support the development of the area as a transit node;

Promote pedestrian movement throughout the CBD;

Define and brand the area as an attractive business and commercial centre (particularly for civic, communication, media, education and retail functions); and

Encourage high density residential and mixed use developments in line with transit-oriented development principles.

Randburg Civic Precinct Page No 6 Property development partnership April 2011 The following opportunities were identified for the redevelopment of the Civic Precinct property in particular:

The consolidation of municipal functions and facilities into the municipal buildings including the library, clinic, Region B management offices, Randburg traffic, licensing, social services and a people centre.

The existing house, offices, car port structures and library and clinic building can be removed to free up the site for development.

Inclusion of affordable rental or social housing.

Building on the excellent public transport accessibility to the area.

Redevelopment of the site to enable integration and linkage between diverse functions and isolated activities.

Reorganisation and restructuring of street space, road alignment and traffic functions into a more efficient configuration, that would be more suitable for the site and its surrounds.

Viewing the taxi holding area as a permeable development, i.e. more pedestrian entrances and links.

The slope of the land allows for the establishment of cut and fill basement parking possibilities and possible road underpass development.

2.3 Location The Civic Precinct is situated between Selkirk, Bram Fischer and Jan Smuts Roads. The area is highly visible and is already established as a taxi transit hub. There are plans to anchor the Rea Vaya Bus Rapid Transit trunk route at a bus terminus on this site, and run the dedicated bus way from Randburg through Sandton to Alexandra. The Southern portion of the site (land parcel 1 in diagram) is intended to be sub-divided from the rest of the site, with a portion of 2.27 Ha set aside to be developed for social housing by Joshco. The Northern portion of 6.4 Ha is the property to be developed through a public-private partnership. The site is zoned as Business 1. 3. APPOINTMENT The JDA is requesting proposals from a professional team with legal, financial, and technical1 skills and experience to provide the advisory services required for the development of a preliminary options analysis, a detailed feasibility study, and terms of reference for the property development tender and lease; and to provide guidance and support during the procurement and contract negotiation phases of the project. The professional team should be supported by adequate administrative, research and project management resources to ensure the most cost-efficient project team is assembled to deliver the required outputs and manage the envisaged processes. Applicants are to ensure that they have adequate resources to undertake the work under stringent timeframes.

The JDA reserves the right to ask tenderers to replace any members of the proposed team if they do not meet JDA requirements.

1 It is anticipated that the technical skills set could include a focus on property development and construction, transport economics and

planning, and property and facilities management.

Randburg Civic Precinct Page No 7 Property development partnership April 2011 Successful tenderers will be required to sign the JDA’s Standard Form Agreement and appendices which are attached as Annexure H for information purposes. 4. PRICING Price is a key component of the tender evaluation, so a comparative, all-inclusive price estimate is required. It is probable that there will be a core set of activities and outputs in the first phase of the project; and a set of variable activities and outputs that will require time-based pricing during the procurement and contract management stages. Please structure your quote in the following way to ensure that a consistent comparison can be carried out in the evaluation:

Item Notes

1. Preliminary options analysis and recommendations

This will require a high level cost-benefit analysis and feasibility modelling exercise (of a limited scope) to compare the options of developing the property through a development lease that is limited to the property boundaries, or through a development lease that includes the construction and operation of the Rea Vaya BRT trunk route from Randburg, through Sandton to Alexandra.

1.1. Professional fees All-inclusive, fixed price for the delivery of a report on a set of property development options, with recommendations on which option to take forwards.

1.2. Admin, support and project management fees

All-inclusive, fixed price for project management and administration activities including project meetings and presentations.

2. Feasibility study I (needs analysis, definition and scoping of preferred option, service delivery analysis, delivery mechanism recommendations)

This section of the feasibility study requires research, consultation and analysis to clearly define the parameters for the value assessment and due diligence work that will follow. Outputs include short reports on the elements listed that will be collated into the feasibility study.

2.1. Professional fees All-inclusive, fixed price for the delivery of a series of reports on needs, service delivery and property development option.



3. Feasibility Study II (Due diligence, and value assessment)

This section of the feasibility study requires research, consultation, modelling and analysis to assess the viability and feasibility of the property development project. Draft reports will have to be prepared and discussed and the key deliverable is the consolidated feasibility study with findings and recommendations on whether to proceed with procuring the property development as a partnership project or not.

3.1. Professional fees All-inclusive, fixed price for the delivery of the feasibility study, with recommendations on the procurement stage of the project.



4. Procurement If the feasibility study recommends PPP procurement, then the transaction advisors will be required to advise and assist the JDA to prepare bid documents and draft PPP agreements, evaluate bids and prepare a value assessment report on the preferred bid. Technical support will also be required for contract negotiation; consultation with National Treasury, Cogta and the public; and Council approval processes.

4.1. Professional fees Specify a daily rate for professional fees with an estimate of the number of days per month that may be required to support the procurement process. (The JDA will adjudicate price based on the daily rate) .


Specify a daily rate for admin support fees with an estimate of the number of days per month that may be required to support the procurement process. (The JDA will adjudicate price based on the daily rate) .

5. Contract management Undertake an independent review of the PPP contract one year after it is signed, to assess the extent to which the terms and conditions


Item Notes

have been satisfied and to measure implementation progress against targets in the contract. The output will be a report to the accounting officer of the JDA with findings and recommendations on how to remedy any problems that may have arisen.

5.1. Professional fees All-inclusive, fixed price for the delivery of the contract review, with recommendations on how to remedy problems.



Sub totals 1 Sub totals per component of work

Sub totals 2 Sub totals per financial year (1 July to 31 June per year)

Total Overall total for the contract

Fees must include standard disbursements.

Tenderers must ensure that the final fee value is correctly carried over to the “OFFER” page. The value depicted on the signed offer page will be regarded as the tendered amount.

Successful tenderers will be remunerated in accordance with JDA’s Standard Form Agreement, Appendix 4 which is included under Annexure H for information purposes.

5. PROGRAMME OF WORK

The programme of work can be defined in a number of ways. Please take the defined outputs, anticipated activities and timeframes into account when preparing the proposed project plan and price estimate.

5.1. Scope of work – outputs Deliverables will be guided by the strategic framework, regulations and guidelines governing Public Private Partnerships from National Treasury. The form and content of the deliverables should be guided by national and international best practice, with which the Advisors should be familiar. The PPP Unit of the National Treasury will be routinely consulted throughout the duration of the project, not just at prescribed consultation points. Thus, the PPP Unit will also be a source of independent technical and regulatory assistance to the project. The primary outputs are an options analysis and feasibility study for the Randburg Civic Precinct property development:

The options analysis should include: o A definition of property development options setting out the range of technical, legal and financial

approaches. This should include the option to develop the property on its own, or to develop the property and the Rea Vaya BRT trunk route to Alex as a single development.

o A high level assessment of the costs and benefits of the options using indicative data or data ranges if detailed information is not available.

o Recommendations on which option is most likely to result in a property development, and how to define the scope of work for the feasibility study.

The feasibility study must contain at least the following: o An update of the needs analysis that justifies the procurement of the project. A previous needs analysis

prepared by Finlay in 2007. o Further definition and scoping of the preferred option that includes a summary of outcome and output

specifications and a summary of design, input and operating specifications. o Whole life-cycle costs for all design, input and operating specifications. o An identification and analysis of budgets available for the property development. o A comprehensive and robust institutional due diligence analysis to evaluate and ensure institutional

capacity for the procurement and contracting of the project. o A comprehensive and robust legal due diligence analysis to ensure that all foreseeable legal

requirements are met and legal risks identified and dealt with for the procurement and contracting stages.


o A project due diligence analysis, covering site enablement, socio-economic and BEE requirements. o A Public Sector Comparator (PSC) model. o A comprehensive risk matrix, showing each risk item, its quantification, allocation and mitigation. o Risk-adjusted PSC model and PPP Reference model as defined by the National Treasury’s PPP unit in

the Municipal Service Delivery and PPP guidelines (2007). o Value-for-money analysis involving a comparison of PSC and PPP-reference models. This must

include analysis of different combinations of public / private solutions that may optimise the desired outcomes. Attention must be paid to all risks, underwriting/ warranties or guarantees and how these can be optimally managed.

o Recommendations for optimal methods of constructing and operating the project, including payment mechanisms for any PPP scenarios, if applicable.

The feasibility study, comprising all these deliverables, must be compiled in a single report in MS Word format (with relevant annexures, such as supporting documentation, maps, reports, and models), in both electronic and hard copy formats. All financial models must be in MS Excel format, clearly setting out all assumptions made, sensitivity analyses carried out, and model outputs. The financial models must be sufficiently adaptable for use by others at later stages. The feasibility study must be presented with a thorough executive summary that encapsulates all key features of the study. The executive summary must be compiled in such a manner that it can be used by JDA and the City of Joburg for decision-making purposes. Outputs required for the procurement support stage may include the bid documents and draft PPP agreement, evaluation and value assessment reports, correspondence to stakeholders and regulators, and reports to inform Council approvals as necessary. In the contract management stage, a report that reviews project performance against contract conditions and project implementation targets must be prepared on the first anniversary of the signing of the contract. 5.2. Scope of work – anticipated activities The Transaction Advisors are required to produce an options analysis and a comprehensive feasibility study for the development of the Randburg Civic Precinct that clearly demonstrates affordability for the full life-cycle of the development lease, and proposes the optimal value-for-money solution by which the development outcomes can be achieved. In addition to the research, analysis and writing required to produce the reports that make up the feasibility study, there is a need to at least comply with the minimum consultation requirements as outlined in the Municipal Service Delivery and PPP guidelines (2007). There is also a need to schedule sufficient time for project co-ordination and client meetings. The satisfactory completion of the feasibility study may denote the end of the transaction advisor services. In the event that a PPP solution is approved by the City of Joburg, there will be a need to provide the necessary technical, legal and financial advisory support to the JDA to comply with all elements of Treasury Regulation 16 issued in terms of the PFMA for the procurement and contracting of the private service provider. 5.3. Timeframes The project will start as soon as a service delivery contract is signed. The first stage of research and consultation towards the high level options analysis must be completed by 31 June 2011. The feasibility study should be completed by December 2011. The tender advert should be published before March 2012, and the development lease should be concluded by September 2012. The annual review of the contract should be completed by December 2013. Please note that these timeframes are indicative, and should be used for project planning purposes. There will be a periodic review of the project plan and delivery timeframes during the course of the project.

6. PRESENTATION OF PROPOSALS AND QUOTES

Randburg Civic Precinct Page No 10 Property development partnership April 2011 Submissions are to consist of a short (not to exceed 50 pages) and comprehensible report that must provide the JDA with sufficient information to make a sound and fair evaluation of the proposal as well as the experience, capability and financial standing of the applicant to undertake and manage the project successfully. The report should address the requirements in the proposal call document and use the same item numbers as below for the required sections of the report. The following information must be clearly spelt out :

6.1 Company Background, lists of SIMILAR (not all) projects including client name, contact person and telephone number, description of the works, and value of the works on which the company’s fee was based.

6.2 Details of directors and shareholders (and members in the case of close corporations). In the case of

wholly owned subsidiaries details of the holding company must also be provided. 6.3 Provide an organogram of the individuals to be involved on this project and note their designations.

Attach detailed résumé’s of said individuals. A company profile showing all members’ CV’s is not acceptable in this regard but may be submitted in addition to the specific requirement above.

6.4 A detailed statement of the applicant’s approach and methodology for accomplishing the assignment.

This section should show the tenderer’s understanding of the process and input required towards the completion of the required services.

6.5 Applicants are required to submit detailed fee proposals based on the requirements set out in item 4

above and ensure that the final fee value is correctly transferred to the “OFFER” page. 6.6 The applicant’s SMME status.

6.7 Bidders are to submit the company’s municipal rates account, a bidder who has failed to include a

municipal rates account or whose municipal account is in arrears for a period in excess of 3 months will be disqualified.

6.8 An original Tax Clearance Certificate, a bidder who fails to submit this will be disqualified. 6.9 A copy of a recent municipal rates or utility account (no older than 3 months old) for the company or

for a senior shareholder showing that municipal accounts are not in arrears. 6.10 A statement from an independent auditor / accountant regarding the tenderer’s financial standing to

undertake this project. 6.11 A statement of the company’s turnover per annum over the last 3 years and also a statement of

estimated turnover of current commitments from 1 July 2009 to 30 June 2010.

6.12 Tenderers are to illustrate where the proposed team is currently committed and what percentage of their time is spent on said commitments. The value of each commitment must also be declared as well as a percentage estimate of the time planned to be dedicated to this project.

6.13 Company’s and individuals’ memberships to professional bodies, etc. 6.14 The annexures to this RFP must be completed in full. If additional relevant information is to be

included, attach same directly behind the page of the annexure to which the information applies (references in the RFP to other documentation attached in any other positions to that stipulated will NOT be considered).

6.15 The “OFFER” page must be completed in full and signed. A bidder who fails to do this will be

disqualified.

6.16 Tenderers are required to submit 3 copies of their proposals (1 original plus 2 copies).

Note for consortium and joint ventures


The items above are to be addressed and completed by EACH member of the consortium or joint venture.

An agreement between all parties of the consortium or joint venture is to accompany the tender submission

A lead consultant is to be appointed and noted in the submission

BEE status is to be based on a profit sharing ratio and is to be verified by independent auditors if the tender is successful. This will be for the tenderers cost.

Failure to comply with the requirements in Item 6 will result in tenderers been negatively scored for responsiveness or disqualified for non-compliance.

7. ASSESSMENT CRITERIA Submissions will be evaluated on the following criteria :

Technical

BEE status

Price / BEE 90:10 for tenders above R 500k and 80:20 for tenders below R 500k 7.1 Technical

The technical assessment is based on: 7.1.1 compliance: tenderers will be disqualified for failure to attach an original and valid tax

clearance certificate, and for failure to complete the OFFER page in full. 7.1.2 responsiveness: tenderers will loose points if the items requested under item 6 above are not

submitted or are not submitted as stipulated 7.1.3 capability: refers to the qualifications and previous relevant experience of the proposed team

members. 7.1.4 previous experience: refers to the team members’ experience in delivering projects of a

similar nature and size to the one being tendered for (ref – 6.1). 7.1.5 capacity: relates to the tenderers ability to deliver the project on time, within budget, and

according to the required specification. Accordingly the availability of suitably qualified professionals to execute the works will be considered (response to point number 6.11 above), as well as the tenderers financial standing (refer points 6.9 and 6.10).

In addition, the technical appraisal will consider soundness of methodology (point 6.4 above) to be employed in tackling scope of work.

7.2 BEE Status

BEE status is based on the standard JDA Procurement System Documentation and is determined from key empowerment criteria, incorporating ownership, executive management, senior management, and staff to be employed on this project. This information is derived from the tenderers response to Annexure B herewith. The percentage allocated to each criteria is then multiplied by the following weightings: Shareholding : 40 Executive Management : 30 Project team composition : 30


7.3 Price and Empowerment

90 (Ninety) points are then awarded for price and 10 (ten) for BEE in terms of the JDA Procurement Policy 90:10 split for disciplines where fees exceed R 500k. 80 (Eighty) points are then awarded for price and 20 (twenty) for BEE in terms of the JDA Procurement Policy 80:20 split for disciplines where fees fall below R 500k.

8. CLOSING DATE TIME AND VENUE FOR SUBMISSIONS

The completed tender document shall be placed in a sealed envelope. The words:

“Tender for Contract Number PS 002/2011 Randburg Civic Precinct Development” must be written / typed clearly on the envelope. The envelope must be deposited in the tender box at the

Johannesburg Development Agency,

Ground Floor, The Bus Factory, 3 President Street, Newtown

only between the hours of 07H00 and 12H00.

The Tender closes at 12h00 on 29 April 2011.

Envelopes will be stamped on receipt. There will be no public opening of tenders.

NO LATE / TELEPHONIC / FAXED / POSTAL TENDERS WILL BE ACCEPTED OR CONSIDERED.

The Johannesburg Development Agency’s selection of qualifying tenders shall be in the Johannesburg

Development Agency’s sole discretion and shall be final. The Johannesburg Development Agency does not

bind itself to accept any particular Tender and no correspondence will be entered into.

Queries can be addressed in writing to:

Ms. Sharon Lewis E-mail : [email protected]

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INVITATION TO BID

YOU ARE HEREBY INVITED TO BID FOR REQUIREMENTS OF THE JOHANNESBURG DEVELOPMENT AGENCY (JDA)

BID NUMBER: JDA PS 002/2011 CLOSING DATE: 29 APRIL 2011 CLOSING TIME: 12H00 PM BID DESCRIPTION: TECHNICAL ADVISORS TO PREPARE FEASIBILITY STUDY: OPTIONS ANALYSIS AND TERMS OF REFERENCE FOR THE DEVELOPMENT OF RANDBURG CIVIC PRECINCT PROPERTY THROUGH A PUBLIC-PRIVATE PARTNERSHIP The successful bidder will be required to fill in and sign a written Contract Form (Purchase of Goods / Rendering of Services/ Sale of Goods).

BID DOCUMENTS MUST BE DEPOSITED IN THE BID BOX SITUATED AT (STREET ADDRESS)

Offices of the Johannesburg Development Agency 3 President Street The Busfactory Newtown JOHANNESBURG 2000

Bidders should ensure that bids are delivered timeously to the correct address. If the bid is late, it will not be accepted for consideration. The bid box is generally open 24 hours a day, 7 days a week.

ALL BIDS MUST BE SUBMITTED ON THE OFFICIAL FORMS – (NOT TO BE RE-TYPED) THIS BID IS SUBJECT TO THE GENERAL CONDITIONS OF CONTRACT (GCC) AND, IF APPLICABLE, ANY OTHER SPECIAL CONDITIONS OF CONTRACT

THIS BID WILL BE EVALUATED AND ADJUDICATED ACCORDING TO THE FOLLOWING CRITERIA:

1. Relevant specifications 2. Value for money 3. Capability to execute the contract 4. PPPFA & associated regulations 5. Preference will be given to BEE Companies

PLEASE NOTE: TENDERS MUST BE SUBMITTED ON THE TENDER DOCUMENTATION ISSUED. TENDER DOCUMENTATION MUST NOT BE REPRODUCED OR REARRANGED.ANY ADDITIONAL INFORMATION MUST BE SUBMITTED AS A SEPARATE ATTACHMENT TO THE TENDER DOCUMENT FAILURE TO DO SO WILL RESULT IN YOUR BID BEING DISQUALIFIED.

NB: NO BIDS WILL BE CONSIDERED FROM PERSONS IN THE SERVICE OF THE STATE (see definition below) 1 MSCM Regulations: “in the service of the state” means to be –

(a) a member of – (i) any municipal council; (ii) any provincial legislature; or (iii) the national Assembly or the national Council of provinces;

(b) a member of the board of directors of any municipal entity; (c) an official of any municipality or municipal entity; (d) an employee of any national or provincial department, national or provincial public entity or constitutional institution within the meaning of the

Public Finance Management Act, 1999 (Act No.1 of 1999); (e) a member of the accounting authority of any national or provincial public entity; or (f) an employee of Parliament or a provincial legislature.

THE FOLLOWING PARTICULARS MUST BE FURNISHED (FAILURE TO DO SO WILL RESULT IN YOUR BID BEING DISQUALIFIED)

NAME OF BIDDER ………………………………………………………………………………………………………………… POSTAL ADDRESS …………………………………………………………………………………………………………………. STREET ADDRESS ………………………………………………………………………………………………………………… TELEPHONE NUMBER CODE……………NUMBER………………………………………………………………………………..

CELLPHONE NUMBER ………………………………………………………………………………………………………………

FACSIMILE NUMBER CODE ………… .NUMBER………………………………………………………………………………… VAT REGISTRATION NUMBER ………………………………………………………………………………………… HAS AN ORIGINALTAX CLEARANCE CERTIFICATE BEEN ATTACHED)? YES/NO (IF YES ENCLOSE PROOF) IF NO, HAS THE APPLICATION FOR TAX CLEARANCE ATTACHED? YES/ NO

ARE YOU THE ACCREDITED REPRESENTATIVE IN SOUTH AFRICA FOR THE GOODS/SERVICES OFFERED BY YOU? YES/NO

(IF YES ENCLOSE PROOF)

SIGNATURE OF BIDDER …………………………………………………………………………………………………………….. DATE ………………………………………………………………………………………………………………. CAPACITY UNDER WHICH THIS BID IS SIGNED…………………………………………………………………………………………

TOTAL BID PRICE…………………………………… TOTAL NUMBER OF ITEMS OFFERED ………………………………… _____________________________________________________________________________________________________________________

ANY ENQUIRIES REGARDING THE BIDDING PROCEDURE MAY BE DIRECTED TO:

The Johannesburg Development Agency (JDA) Department: Supply Chain Management Unit Contact Person: Ms. Claudia Mahlaule Tel: 011 688 7807 Fax: 011 688 7863/99 Email: [email protected]

ANY REQUIRIES REGARDING TECHNICAL INFORMATION MAY BE DIRECTED TO: Contact Person: Ms. Sharon Lewis Tel: 011 688-7841 Fax: 011 688-7863 Email: [email protected]

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