People, management, leadership development, organisational design and innovation professional services (36-month panel, 8 parts)

This Part evaluates a tenderer’s capability, experience, expertise, and resource capacity to:

• Design and develop leadership development programme content; and
• Facilitate, deliver, and support learner engagement for leadership development programmes

for the City of Cape Town (CCT), across all leadership levels within a large, complex organisational

environment.

Tenderers may demonstrate capability in one or both of the above areas. However, submissions will be

evaluated against the relevant criteria for:

• Leadership programmes content design; and
• Leadership programme facilitation and delivery

Important Notes

• Tenderers must clearly distinguish between:

o Content design and development (what was created); and

o Facilitation and delivery (what was implemented and how learning was enabled)

• Failure to clearly differentiate these areas may negatively impact scoring.
• Tenderers MUST read this Part together with the Specifications in Section 5.

2. Leadership Levels Covered

Tenderers must demonstrate capability across all three (3) leadership levels:

a. Supervisory / Team Level

Employees responsible for day-to-day supervision of operational teams and frontline service delivery. Focus

areas include:

• Task allocation and oversight
• Compliance with procedures
• First-line people management
• Team performance and service delivery

b. Middle Management / Heads Level

Employees responsible for managing functions, divisions, or multiple teams. Focus areas include:

• Translating strategy into operational plans
• Managing resources and budgets
• Aligning performance with organisational objectives
• Balancing operational delivery with stakeholder expectations

c. Senior Leadership Level

Employees responsible for strategic leadership and organisational performance. Focus areas include:

• Strategic direction and decision-making
• Governance and accountability
• Organisational performance and sustainability
• Engagement with executive, political, and external stakeholders

Important Notes

• Evaluation is based on scope of responsibility, not job titles or job grading alone
• Submissions must demonstrate clear differentiation across leadership levels, including:

o Programme depth and complexity

o Learning outcomes and behavioural focus

o Delivery or facilitation approach

• Generic submissions that do not distinguish between levels will be treated as covering one level only

3. Definition of Organisational Complexity

For the purposes of this tender, a large, complex organisation is defined as one that:

• Employs 3,000 or more employees;
• Has multiple business units or divisions;
• Operates across functional and/or geographic areas; and
• Includes complex reporting lines and spans of control

All examples provided must clearly demonstrate experience within organisations that meet this definition. Lack

of clarity may negatively affect scoring.

4. Alignment with Evaluation Criteria

Tender submissions, including the company profile, will be evaluated based on completed or ongoing projects

(2021 to present).

A. Experience

A1. Leadership Development Programmes Content Design

Tenderers must demonstrate experience in designing leadership development programme content across all

three leadership levels.

Evidence must include:

• Organisation size and complexity
• Programme scope, duration, and strategic focus
• Target population and leadership level
• Leadership design artefacts (e.g. curricula, learning journeys, modules)
• Content design methodology used
• Evidence of differentiation across leadership levels

Programme Design and Methodology -

Submissions must demonstrate:

• A clear and structured content development approach
• Programme or curriculum architecture across leadership levels
• Application of diverse learning methodologies (e.g. simulations, case studies, action learning,

experiential learning)

• Integration of modern approaches (e.g. neuroscience-informed learning, applied learning methods)
• Examples of tools, materials, and frameworks developed
• Evidence of how content supports:

o Behavioural change

o Leadership decision-making

o Capability development aligned to organisational strategy, culture, and values

A2. Leadership Development Programme Facilitation and Delivery

Tenderers must demonstrate facilitation and delivery experience across all three leadership levels within large,

complex organisations.

Facilitation Evidence Requirements -

Submissions must include:

• Facilitation methodologies applied
• Delivery formats (in-person, virtual, hybrid)
• Session outputs, reports, or outcomes
• Tools or assessments used during facilitation
• Duration and timelines, supported by:

o Agendas

o Session plans

o Delivery schedules

• Methods used to establish and maintain psychological safety
• Innovation in facilitation techniques and learner engagement
• Learning methodologies applied (e.g. simulations, experiential learning)
• Reports or presentations delivered to clients
• Demonstrated value added through facilitation

Scale of Experience -

Tenderers must indicate:

• Number of comparable organisations served
• Organisation size
• Scope of facilitation
• Number of participants or stakeholders engaged

B. Technical expertise – measurement and reporting

B1. Measurement Design (Content)

Tenderers must demonstrate capability to design programme effectiveness measurement approaches,

including:

• Pre- and post-assessment design (typically within 12–18 months)
• Measurement frameworks and tools
• Indicators for:

o Learning effectiveness

o Behavioural change

o Organisational impact

• Data requirements and structuring approaches
• Continuous improvement mechanisms based on findings

B2. Measurement Implementation (Facilitation)

Tenderers must demonstrate capability to support programme measurement during delivery, including:

• Application of assessment tools
• Tracking behavioural change and learning transfer
• Monitoring individual, team, or organisational outcomes over time

B3. Reporting and Close-Out

Tenderers must provide examples of:

• Dashboards and structured reports
• Data extracts or outputs shared with clients
• Close-out reports or presentations
• Synthesised findings and actionable recommendations

C. Resource and team capability

C1. Facilitator Experience

Tenderers must provide Curriculum Vitae (CVs) (Schedule F.19) for proposed facilitators demonstrating:

• Relevant facilitation experience
• Experience within large, complex organisations
• Capability to deliver programmes both virtually and in-person

Evidence must reflect experience across:

• Lead / senior facilitators
• Facilitators
• Subject matter experts (where applicable)

C2. Content Design Resources

Tenderers must demonstrate availability of:

• Strategic or professional advisors
• Leadership development specialists
• Content designers
• Programme or account managers
• Supporting team members

Evidence must include:

• CVs indicating:

o Design experience

o Experience in large organisations

o Qualifications and professional background

• Number of resources available
• Years of relevant experience

D. Delivery capacity and logistics

D1. Programme Resourcing and Capacity

Tenderers must demonstrate:

• Sufficient number of facilitators and delivery resources
• Programme and account management capability
• Ability to deliver multiple programmes concurrently
• Experience delivering at scale within large organisations

D2. Facilitation Logistics and Delivery

Tenderers must demonstrate capability to support programme logistics, including:

• Venue sourcing and accessibility
• Catering aligned to City policy
• Provision of learning materials and facilitation aids
• Virtual delivery aligned to City IS&T infrastructure (e.g. MS Teams)

Evidence must demonstrate operational readiness for delivery across the City.

5. Intellectual Property

All intellectual property developed specifically for the City of Cape Town under this Part, including:

• Content and curricula
• Frameworks and tools
• Learning materials
• Measurement outputs
• Facilitation artefacts shall vest in the City of Cape Town.

6. Summary of Evaluation Focus

This Part evaluates the tenderer’s ability to:

• Design high-quality, future-fit leadership development content
• Deliver impactful facilitation and learning experiences
• Apply credible measurement and reporting practices
• Operate at scale within a complex organisational environment

Assessment Dimensions

• Breadth of capability (what is delivered and how)
• Depth and quality of approach
• Scale of delivery and applicability
• Repeatability and consistency of performance

7. Important Notes

• Only work from 2021 to present will be evaluated
• Submissions must clearly distinguish between design and facilitation
• All evidence must align with the definition of organisational complexity
• Generic or unclear submissions may result in lower scoring
• All documentation must be:

o Complete

o Clearly referenced

o Aligned to the evaluation criteria

Part A: Design, development and delivery of leadership development programmes

No. Evaluation Criteria Guidelines for Criteria Points Allocation Score

Application

1. Experience- Experience 1.1 Experience in the design of content for leadership development

in the design of programmes (30 points)

leadership development Tenderers must submit Coverage of the 8 content 30

programmes across documented evidence of design aspects (0–30

three levels of leadership leadership development points):

in large, complex programmes designed Evidence clearly addresses

organisations within the last five (5) all 8 content design

in the last 5 years (2021– years (2021–present) for dimensions

present) large, complex = 30 points

a) Supervisory / Team organisations comparable

level to the City of Cape Town, Evidence addresses 6–7

b) Heads and defined as organisations content design dimensions

Management that: = 25 points

c) Senior Leadership

• employ 3 000 or

Examples must include more employees; Evidence addresses 4–5

organisation size, scope, and content design dimensions

duration and programme

• comprise multiple = 20 points

design artefacts (e.g. business units or

curriculum structures, divisions; and Evidence addresses fewer

module outlines).

• operate across than 4 content design

several functional dimensions

(Complete a summary or geographic = 10 points

of the tenderer’s areas; and

experience in schedule

• contain leadership Evidence addresses none of

F.16 in this tender) environment with the content design

multiple reporting dimensions = 0 points

lines.

Evidence must relate to Note: Programme duration

completed or implemented will not be assessed on

programmes (not length alone, but on whether

proposals) the proposed duration and

sequencing are appropriate

Evidence must demonstrate to the leadership level and

content design work across intended learning and

all three leadership levels: behavioural outcomes.

a) Supervisory / Team level Evidence may include

b) Heads and Management explanation of how the

c) Senior Leadership programme structure allows

For each example submitted, for learning application,

tenderers must clearly reflection, reinforcement and

evidence the following eight progression appropriate to

(8) content design the leadership level.

dimensions:

1. Programme scope

(target population,

leadership level,

strategic behavioural

focus).

2. Programme

duration & high-

level timelines

3. Programme design

artefacts (e.g.

curriculum

structures, module

outlines, learning

journeys).

4. Content

development

No. Evaluation Criteria Guidelines for Criteria Points Allocation Score

Application

approach and

design

Tender advertised: 28 August 2026.

Clarification meeting (not compulsory, strongly recommended): 14 September 2026 at 10:00 via Microsoft Teams (Meeting ID: 368 442 956 390 641, Passcode: As2eU6vY).

Closing date: 09 October 2026.

Closing time: 10:00 am.

Contract period: 36 months from commencement date.

SCM enquiries: [email protected]

Tender submission address: Tender Box 201, Tender & Quotation Boxes Office, 2nd Floor (Concourse Level), Civic Centre, 12 Hertzog Boulevard, Cape Town.

CCT Supplier Database registration: Supplier Management Unit, 2nd Floor (Concourse Level), Civic Centre, 12 Hertzog Boulevard, Cape Town, Tel: 021 400 9242/3/4/5, website: www.capetown.gov.za (Supply Chain Management link to Supplier registration).

National Treasury CSD registration: https://secure.csd.gov.za

Appeals (SCM decisions): City Manager, c/o Manager: Legal Compliance Unit, Legal Services Department, Office of the City Manager, 20th Floor, Tower Block, 12 Hertzog Boulevard, Cape Town 8001; Private Bag X918, Cape Town 8000; email: [email protected] (within 14 days of decision/action).

Section 62 appeals (Municipal Systems Act): City Manager, c/o Manager: Legal Compliance Unit, same address; email: [email protected] (within 21 days of notification).

PAIA/PAJA requests: City Manager, c/o Manager: Access to Information Unit, Legal Services Department, same address; email: [email protected].

POPIA requests: City Manager, c/o Information Officer, Office of the City Manager, same address; email: [email protected].

Appeal administration fee: R300.00 (payable at Municipal Offices or Civic Centre, or via EFT to CCT Nedbank account, reference 198158966; proof of payment required).

Submission method: sealed envelope deposited in Tender Box 201 at the Tender & Quotation Boxes Office, 2nd Floor (Concourse Level), Civic Centre, 12 Hertzog Boulevard, Cape Town, before the closing time. The envelope must be endorsed with the tenderer's name and address, tender number 51C/2026/27, tender description, tender box number, and closing date. If the tender is too large for the box or the box is full, enquire at the public counter (Tender Distribution Office) for alternative instructions; the tenderer remains responsible for ensuring the tender is placed in the correct box.

Returnable documents (all must be completed, signed and submitted with the tender):

• Schedule F.1: Contract Price Adjustment
• Schedule F.2: Certificate of Authority for Partnerships/Joint Ventures/Consortiums
• Schedule F.3: Declaration for Procurement above R10 million
• Schedule F.4: Preference Points Claim Form (Preferential Procurement Regulations 2022)
• Schedule F.5: Declaration of Interest – State Employees (MBD 4 amended)
• Schedule F.6: Conflict of Interest Declaration
• Schedule F.7: Declaration of Tenderer's Past Supply Chain Management Practices (MBD 8)
• Schedule F.8: Authorisation for the Deduction of Outstanding Amounts Owed to the CCT
• Schedule F.9: Certificate of Independent Tender Determination
• Schedule F.10: Proposed Deviations and Qualifications by Tenderer
• Schedule F.11: List of Other Documents Attached by Tenderer
• Schedule F.12: Record of Addenda to Tender Documents
• Schedule F.13: Information to Be Provided With the Tender (company profile, CVs, Schedules F.15–F.20)
• Schedule F.14: Appeal Application

Disqualification risks:

• Any returnable form left unsigned or omitted.
• Tender received after the closing time, regardless of reason.
• Failure to register on the CCT Supplier Database and the National Treasury CSD when requested.
• Tax matters not in order with SARS (unless a foreign supplier exempt from registration).
• Tenderer or its directors/members restricted per SCM Policy, found guilty of contravening the Competition Act, or listed on the National Treasury's database of restricted suppliers.
• Conflict of interest with CCT advisors, consultants, or bid specification committee members.

Two-stage evaluation: functionality (minimum qualifying score) followed by price and preference points.

Functionality (Part A: Leadership Development Programmes):

• Maximum 220 points.
• Minimum qualifying score: 154 points (70%).
• Criteria and weights:

1. Experience in content design for leadership development programmes across three leadership levels in large, complex organisations (2021–present) — 30 points.
2. Scale of comparable experience (number of organisations of 3,000+ employees, multiple business units/divisions, functional/geographic spread) — 10 points.
3. Years of experience specifically in developing leadership content for large, complex organisations — 10 points.
4. Leadership levels covered in content design (Supervisory/Team, Heads/Middle Management, Senior Leadership) — 20 points.
5. Programme facilitation, delivery and learner engagement experience across three leadership levels in large, complex organisations (2021–present) — 30 points.
6. Scale of facilitation experience (number of comparable organisations) — 10 points.
7. Measurement framework for leadership content effectiveness (pre/post-assessment design, measurement tools, data extraction for analysis) — 20 points.
8. Measurement implementation during facilitation (application of assessment tools, tracking behavioural change, monitoring outcomes) — 20 points.
9. Reporting and close-out (dashboards, structured reports, close-out reports, actionable recommendations) — 20 points.
10. Facilitator experience (CVs via Schedule F.19: relevant facilitation experience, large organisation experience, virtual and in-person capability) — 20 points.
11. Content design resources (strategic advisors, specialists, designers, account managers, supporting team; CVs with design experience, large organisation experience, qualifications) — 20 points.
12. Programme resourcing and capacity (sufficient facilitators, programme/account management, concurrent delivery, scale experience) — 10 points.
13. Facilitation logistics and delivery (venue sourcing, catering per City policy, learning materials, virtual delivery aligned to City IS&T infrastructure e.g. MS Teams) — 10 points.

Price and preference: 80/20 preference point system (Preferential Procurement Regulations 2022). Price = 80 points, B-BBEE = 20 points. Schedule F.4 must be completed to claim preference points.

The CCT intends to appoint two tenderers per part (highest ranked 'winner' and one 'alternative tenderer') for Parts A to H. Work allocated on a 'winner-takes-all' basis: offered to the winner first, then to the alternative tenderer if the winner refuses. Contract period: 36 months from commencement date.

Scope: Provision of people, management, leadership development, organisational design and innovation professional services for the City of Cape Town (CCT) across all leadership levels within a large, complex organisational environment (3,000+ employees, multiple business units/divisions, functional/geographic spread, complex reporting lines).

Two capability areas (tenderers may demonstrate one or both, evaluated separately):

1. Leadership programmes content design and development.
2. Leadership programme facilitation and delivery.

Leadership levels (must demonstrate capability across all three):

• Supervisory/Team Level: task allocation, compliance, first-line people management, team performance.
• Middle Management/Heads Level: translating strategy to operational plans, managing resources/budgets, aligning performance, balancing delivery with stakeholder expectations.
• Senior Leadership Level: strategic direction, governance, organisational performance/sustainability, executive/political/external stakeholder engagement.

Key requirements:

• Submissions must clearly distinguish between content design (what was created) and facilitation/delivery (what was implemented). Generic submissions not differentiating levels will be treated as covering one level only.
• Only work from 2021 to present will be evaluated.
• Evidence must align with the definition of organisational complexity (3,000+ employees, multiple business units/divisions, functional/geographic spread, complex reporting lines).
• Intellectual property developed specifically for CCT (content, curricula, frameworks, tools, learning materials, measurement outputs, facilitation artefacts) vests in CCT.

Evaluation focus areas:

A. Experience:

A1. Content design: documented evidence of design across three levels (organisation size/complexity, programme scope/duration/strategic focus, target population, design artefacts, methodology, differentiation across levels). Must cover 8 content design dimensions: programme scope, duration/timelines, design artefacts, content development approach, curriculum architecture, learning methodologies, modern approaches integration, alignment to behavioural change/decision-making/capability development.

A2. Facilitation and delivery: facilitation methodologies, delivery formats (in-person, virtual, hybrid), session outputs/reports, tools/assessments, duration/timelines (agendas, session plans, schedules), psychological safety methods, innovation in techniques, learning methodologies, client reports/presentations, demonstrated value. Scale: number of comparable organisations, organisation size, scope, participants/stakeholders.

B. Technical expertise – measurement and reporting:

B1. Measurement design (content): pre/post-assessment design (12–18 months), frameworks/tools, indicators (learning effectiveness, behavioural change, organisational impact), data requirements, continuous improvement.

B2. Measurement implementation (facilitation): application of assessment tools, tracking behavioural change/learning transfer, monitoring outcomes over time.

B3. Reporting and close-out: dashboards, structured reports, data extracts, close-out reports/presentations, synthesised findings, actionable recommendations.

C. Resource and team capability:

C1. Facilitator experience: CVs (Schedule F.19) for lead/senior facilitators, facilitators, subject matter experts showing relevant facilitation experience, large organisation experience, virtual and in-person capability.

C2. Content design resources: strategic/professional advisors, leadership development specialists, content designers, programme/account managers, supporting team; CVs with design experience, large organisation experience, qualifications; number of resources and years of experience.

D. Delivery capacity and logistics:

D1. Programme resourcing: sufficient facilitators/delivery resources, programme/account management, concurrent delivery capability, scale experience.

D2. Facilitation logistics: venue sourcing/accessibility, catering per City policy, learning materials/facilitation aids, virtual delivery aligned to City IS&T infrastructure (e.g. MS Teams).

5. Programme or

curriculum

architecture

demonstrating

differentiation

across leadership

levels (e.g. different

themes, depth,

outcomes for each

level).

6. Learning

methodologies

applied (e.g.

experiential learning,

action learning,

simulations, peer

learning).

7. Integration of

modern learning

trends (e.g. blended,

digital, applied,

neuroscience-inform

ed learning)

8. Alignment of

content to

organisational

strategy, culture, and

leadership capability

outcomes

1.2 Scale of Comparable Experience (20 points)

Tenderers must indicate the Number of comparable 10

number of comparable organisations (0–10

organisations (3 000+ points):

employees, similar Leadership programme

complexity) for which they content development

have designed leadership across all three levels of

development content leadership delivered to:

across all three (3)

• More than 7

leadership levels. organisations of the

same complexity as

Evidence must include: the CCT = 10 points

• The number of

comparable

• 6–7 organisations

organisations of the same

(3 000+ employees) complexity as the

for which the CCT = 8 points

tenderer has

designed leadership

• 4–5 organisations

development content of the same

across all three complexity as the

leadership levels, CCT = 6 points

including:

– organisation size

• 2–3 organisations

(number of of the same

employees); and complexity as the

– indicators of CCT = 4 points

organisational

complexity (business

No. Evaluation Criteria Guidelines for Criteria Points Allocation Score

Application

units/ divisions and

• 1 organisation of

functional or the same complexity

geographic spread). as the CCT = 2

points

• None of the

organisations are of

the same complexity

as the CCT = 0

points

• The years of
• 5 years’ or more 10

experience of the years’ experience =

tenderer specifically in 10 points

developing, creating and

designing

• 3 – 4 years’

content/material/products experience = 7

for leadership points

development

programmes and related

• 1 – 2 years’

interventions in large, experience = 4

complex organisations points

(3 000+ employees;

multiple business units

• No experience = 0

or divisions; several points

functional or

geographic areas).

1.3 Leadership Levels covered in Content development and design (20

points)

Evidence meets all 3 20 Tenderers must submit

leadership levels with documented evidence of

required= 20 points leadership development

programme design (within

Evidence meets any 2 the last five (5) years, 2021–

leadership levels= 10 points present) for the following

leadership levels:

Evidence meets only 1

• Supervisory / Team leadership level or no

Level relevant evidence

• Heads / Middle submitted= 0 points

Management Level

• Senior Leadership

Level

For each level claimed,

tenderers must provide:

1. A programme

outline or

curriculum

structure, and

2. Learning objectives

or intended

outcomes, and

3. Indication of the

target leadership

group

No. Evaluation Criteria Guidelines for Criteria Points Allocation Score

Application

Evidence must be specific to

each level. Generic or

undifferentiated submissions

(i.e. one programme

presented as applicable to all

levels without clear

distinction) will only be

counted as one level.

2. Leadership Development Tenderers must provide Evidence addresses all 30

Programme facilitation, examples of leadership eight (8) elements = 30

delivery and learner development programme points

engagement experience facilitation completed or

currently in progress Evidence addresses seven

Note: To be considered facilitation engagements (7) -six (6) elements = 25

for this part of the tender, within the last five (5) years points

the tenderer must be (2021–present)

able to show evidence of Evidence addresses five (5)

experience and must be Examples must demonstrate –four (4) elements = 20

capable of facilitating facilitation across all three points

across four different leadership levels and must

levels of leadership: relate to large, complex Evidence addresses three

organisations (3 000+ (3) - two (2) elements = 15

a. Supervisory / Team employees, multiple business points

level (Task level T13 units/ divisions, multiple

and below) functional or geographic Evidence addresses less

b. Heads and areas). than two elements = 10

Management level points

(Task level T14 – Examples must include

T19) evidence of: Evidence addresses none of

c. Senior Leadership 1. facilitation methodology the elements = 0 points

level (Task level T19 used;

– T25)

2. findings captured during

TASK levels are facilitated sessions;

provided for reference

only and do not replace 3. tools or assessments

leadership role scope. used during facilitation;

(Complete a summary 4. duration and timelines,

of the tenderer’s including session

experience in schedule agendas or delivery

F.16 in this tender) schedules;

5. methods used to establish

and maintain

psychological safety (e.g.

facilitation techniques that

promote trust, respectful

dialogue, and inclusive

participation)

6. creativity and innovation

in facilitation techniques

and materials;

7. preferred learning formats

used (e.g. simulations,

experiential learning); and

No. Evaluation Criteria Guidelines for Criteria Points Allocation Score

Application

8. reports or presentations

formally delivered to the

client.

Elements are scored on

presence or absence only;

depth or quality is not

assessed under this

sub-criterion.

Tenderers must indicate the More than 7 comparable 10

number of comparable organisations = 10 points

organisations (3 000+

employees) for which 6–7 comparable

leadership development organisations = 8 points

programmes were facilitated

across all three leadership 4–5 comparable

levels organisations = 6 points

Evidence must include 2–3 comparable

organisation size and organisations = 4 points

indicators of complexity

(business units/divisions and 1 comparable organisation =

functional or geographic 2 points

spread).

No comparable

Evidence must include: organisations = 0 points

Number of organisations

with the Organisation size

(number of employees) and

complexity (number of

business units/divisions,

functional/geographic

spread).

3 Technical Expertise- 3.1 Measurement Framework: Leadership Content Effectiveness and

assesses the Impact (20 points)

tenderer’s proposed The tenderer must describe The tenderer clearly explains 20

methodology and and demonstrate the method a complete and connected

technical capability to used for measuring the approach to measuring the

design an effectiveness of leadership effectiveness of leadership

effectiveness development programme development programme

measurement content, including the content with all 3 criteria

framework for following 3 criteria: evident

leadership 1. The design of a = 20 points

development content pre-assessment and

for this contract. post-assessment The tenderer explains how

approach, applied for programme effectiveness will

Tenderers should programme content. be measured with 2 criteria

reference prior 2. A measurement tool or evident

experience to explain or framework designed to = 15 points

motivate their proposed determine:

approach. a. the effectiveness of The tenderer explains how

leadership content and programme effectiveness will

learning material; and be measured with 1

b. the impact of the criterion evident

learning in achieving = 10 points

desired individual, team,

and organisational The tenderer does not

outcomes. provide evidence of a

3. A description of how the measure of effectiveness

measurement tool

No. Evaluation Criteria Guidelines for Criteria Points Allocation Score

Application

enabled the extraction with none of the criteria

of structured data in a evident = 0 points

usable format to support

analysis and reporting on

programme

effectiveness, including

ongoing content

improvement over time.

The proposed method does

not need to have been

implemented previously but

must demonstrate suitability

for leadership development

programmes of comparable

scope and complexity.

3.2 Behaviour change and outcome tracking methods.

Tenderers must describe Capability is clearly 10

their capability to support described across all three

the measurement of requirements = 10 points

leadership programme

effectiveness during Capability described but one

facilitation, by describing: requirement omitted = 5

points

1. use of pre- and

post-assessment approaches Capability described but two

(within the past 5 years from requirements omitted = 0

2021- present); points

2. tools or methods used to

assess application of

learning and behavioural

change; and

3. approaches used to track

individual or organisational

outcomes over time.

2.3 Reporting and Close-Out

Tenderers must provide Evidence includes all three 10

examples of reporting and elements = 10 points

close- out outputs relevant to

facilitated programmes, such Evidence provided but one

as: element omitted = 5 points

1. examples of dashboards, More than one element

reports, or structured data omitted or no reporting or

extracts used during or after close-out evidence = 0

facilitation; points

2. close-out reports or

presentations; and

recommended next steps

No. Evaluation Criteria Guidelines for Criteria Points Allocation Score

Application

4 Resources 4.1 Resources and years of experience (20 points)

The submission must clearly 1) Strategic / Professional 10

This criterion assesses describe the people who will Advisors (0–10 points)

whether the tenderer has be assigned to City of Cape

sufficient, suitably Town projects, including their Three (3) or more strategic /

experienced human roles, availability, and professional advisors are

resources available to relevant experience in available to support City of

design and develop leadership content Cape Town leadership

diagnostics and development for large, content projects= 10 points

bespoke leadership complex organisations

development content including: Two (2) strategic /

for the City of Cape professional advisors are

Town.

• Strategic or available = 5 points

professional advisors

are senior specialists One (1) strategic /

who provide thought professional advisor is

leadership, quality available= 2 points

assurance, and oversight

on leadership content Zero (0) strategic /

design and diagnostic professional advisors = 0

approaches. points

This criterion assesses

• The years of 2) Years of Experience of 10

current and allocated experience of individual Key Account Managers (0–

resources, not general key account executives 10 points)

organisational capacity. assigned to City projects, For the Key Account

specifically in developing, Executives and Managers

(Complete a summary of creating and designing responsible for City of Cape

the tenderer’s resources content/material/ Town leadership content

in schedule F.15 and a products for leadership development projects:

declaration of resources development

• 9 and more years’

availability in schedule programmes and related experience = 10

F.20 in this tender) interventions in large, points

complex organisations

(3 000+ employees;

• 6 - 8 years’

multiple business units experience = 8

or divisions; several points

functional or

geographic areas).

• 3 - 5 years’

experience = 6

points

• 1 - 2 years’

experience = 4

points

• No experience = 0

points

4.2 Content Development Team

• Dedicated Content 1) Dedicated Content 10

Development Team Development Team

includes key account (0–10 points)

executives and managers,

learning designers,

• 6 and more

curriculum developers, and dedicated content

other specialists directly development team

No. Evaluation Criteria Guidelines for Criteria Points Allocation Score

Application

involved in the design of resources = 10

leadership development points

content and diagnostics

assigned to City of Cape

• 5 dedicated content

Town projects development team

resources = 8

points

• 4 dedicated content

development team

resources = 6

points

• 3 dedicated content

development team

resources = 4

points

• 2 dedicated content

development team

resources = 2

points

• 1 or less dedicated

content development

team resources = 0

points

4.3 Facilitator Capacity

Tenderers must demonstrate

• 4–5 elements 10

that they have sufficient addressed= 10

facilitator capacity to deliver points

leadership development

• 3 elements

programmes at scale within addressed= 6

large, complex organisations points

comparable to the City of

• 2 elements

Cape Town (3,000+ addressed= 2

employees). points

• 1 element or none

The submission must clearly addressed= 0

indicate: points

1. the total number of

facilitators available to

support programme

delivery;

the roles of facilitators,

including lead facilitators,

facilitators, and specialist

or subject matter expert

facilitators (where

applicable);

3. availability of facilitators

for City of Cape Town

programmes;

capability to deliver

programmes across

multiple formats,

including in-person,

No. Evaluation Criteria Guidelines for Criteria Points Allocation Score

Application

virtual (e.g. MS Teams),

and hybrid delivery;

4. experience facilitating

leadership development

programmes across all

three leadership levels

(Supervisory, Middle

Management, Senior

Leadership).

5. demonstrate the ability to

deliver multiple

programmes

concurrently and provide

evidence of facilitation

within large, complex

organisations.

4.4 Years of experience of Key Personnel (20 points)

Tenderers must demonstrate 1) Strategic / Professional 5

capacity to deliver leadership Advisors (0–5 points)

programmes at scale,

• 9 or more years’

including: experience = 5

• the years of experience of points

key personnel operating

• 6 – 8 years’

within large, complex experience = 3

organisations. points

• 3 – 5 years’

experience = 1 point

• Less than 3 years

or no relevant

experience = 0

points

2. Facilitators (0–5 points) 5

• 7 or more years’

experience = 5

points

• 4 – 6 years’

experience = 3

points

• 1 – 3 years’

experience = 1

points

• No relevant

experience = 0

points

3. Delivery Team (0-5 5

points)

• 9 or more delivery

team resources = 5

points

• 5 - 8 delivery team

resources = 3

points

No. Evaluation Criteria Guidelines for Criteria Points Allocation Score

Application

• 2 – 4 delivery team

resources

= 1 points

• 1 or less delivery

team resources = 0

points

4. Collective years of

Experience of delivery 5

team (0–5 points)

• 7 or more years’

experience = 5

points

• 4 – 6 years’

experience = 3

points

• 1 – 3 years’

experience = 1 point

• Less than 1 year or

no relevant

experience = 0

points

5 5.1 Logistics and Delivery

Tenderers must demonstrate All four requirements clearly 10

the ability to support demonstrated = 10 points

programme delivery logistics,

including: One or two requirements

omitted = 5 points

1. venue sourcing and

accessibility; No credible logistics

2. catering aligned to City capability with none of the

policy; four requirements listed= 0

3. learning materials and points

facilitation aids; and

4. virtual delivery aligned to No credible logistical or

City Information Systems delivery support evidence

&Technology infrastructure provided.

(e.g. MS Teams). (0 points)

220 points

The minimum qualifying score for functionality is 154 points (70%) out of a maximum of 220 points.

Part b: organisational development interventions design and facilitation

Tenderers MUST read this Part together with the Specifications Section C5.

Failure to cross reference may negatively affect scoring.

1. Purpose of Part B

Part B relates to the design and facilitation of Organisational Development (OD) interventions,

excluding Leadership Development Programmes, which are evaluated separately under Part A.

This Part evaluates a tenderer’s capability to:

• diagnose organisational and team- based challenges;
• design appropriate Organisational Development interventions; and
• facilitate Organisational Development processes and workshops

within large, complex organisational environments comparable to the City of Cape Town.

The tender submission will be evaluated based on examples of Organisational Development (OD)

interventions that were designed and/or facilitated within the last five (5) years (projects initiated from

2021 to present).

2. Scope of Organisational Development Interventions

Organisational Development interventions under this Part may include, but are not limited to:

• organisational or team behaviour and culture interventions;
• team effectiveness and team enablement interventions;
• organisational effectiveness and business improvement initiatives; and
• strategy alignment and cross-functional alignment workshops.

3. Important Clarifications

• Intellectual Property: All intellectual property, materials, content, frameworks, tools, documentation,

learning assets, and outputs developed specifically for the City of Cape Town under this Part shall

vest in the City of Cape Town.

• OD interventions may be delivered virtually, in person, or in hybrid format, using City-approved

platforms (for example, MS Teams).

• Where psychometric tools form part of an OD intervention, proof of HPCSA registration is required

for relevant facilitators.

• Appointment under Part B does not imply appointment under Part A
• For the purposes of this Part, a large, complex organisation is defined as an organisation that:

o employs 3 000 or more employees;

o comprises multiple business units or divisions; and

o operates across several functional and/or geographic areas.

All examples submitted must reflect work conducted in organisations of comparable complexity, as

defined above.

Tender submissions must include a comprehensive company profile, together with clearly structured

information relating to experience, facilitation capability, expertise in synthesis and reporting, and

resources and capacity, as described below.

4. Experience – Organisational Development Interventions

Tenderers must provide evidence of completed or ongoing Organisational Development interventions,

with particular emphasis on team and organisational effectiveness interventions.

Examples must demonstrate experience in facilitating interventions that typically address complex team

and organisational dynamics, where team members may have different strengths, working styles,

preferences, and approaches to tasks.

Such dynamics may include, but are not limited to:

• interpersonal conflict or strained working relationships;
• poor communication or collaboration;
• stress, change fatigue, or low morale;
• underperformance or lack of role clarity;
• misalignment of roles, responsibilities, or processes.

The submission must demonstrate the tenderer’s ability to design and facilitate half-day and/or full-day

OD workshops or sessions that respond to the above dynamics and apply appropriate OD tools and

methods to support sustainable solutions.

For each example, tenderers must clearly indicate:

• the client context and organisational scale;
• the OD objectives of the intervention; and
• the value added through facilitation, including the role played by the OD intervention in achieving

the broader organisational or team outcomes.

Examples of OD interventions conducted within large organisations of comparable size and complexity

to the City of Cape Town must be provided.

OD Evidence Considered Under This Criterion

Evidence may include, but is not limited to, documentation, artefacts, reports, or descriptions demonstrating

the following:

• Organisational Development diagnostic methodologies applied, including examples of

diagnostic outputs or reports (for example, culture assessments, engagement analyses, or workforce

diagnostics);

• content development approaches used in designing Organisational Development interventions;
• facilitation methodologies applied, where virtual, in-person, or hybrid delivery formats were used;
• approaches used to manage and respond to complex team dynamics during interventions (for

example, conflict, resistance, misalignment, or change fatigue);

• team or organisational assessment tools applied to identify strengths, preferences, capabilities,

and development areas;

• OD content and supporting materials addressing sustainable ways of working together and

resolving identified challenges;

• methods used to establish and maintain psychological safety during OD facilitation, defined for

the purposes of this tender as the deliberate creation of a facilitation environment in which

participants feel safe to speak openly, challenge ideas respectfully, and contribute without fear of

negative consequences (for example, use of agreed group norms, confidentiality assurances,

inclusive facilitation techniques, and skilled management of power dynamics);

• the duration and structure of interventions, including examples of completed project plans,

schedules, or phased delivery approaches;

• creativity and innovation in facilitation approaches, where such methods contributed to effective

outcomes;

• learning approaches applied, such as neuroscience-informed methods, psychology-based

approaches, coaching techniques, case studies, scenarios, or practical experiential learning;

• methods used to assess the effectiveness of Organisational Development interventions,

including evaluation of behavioural, team, or organisational shifts;

• synthesis of information gathered during the OD process, demonstrating the ability to integrate

insights across themes, behaviours, and system dynamics;

• reports or presentations delivered to line departments or key stakeholders, demonstrating clear

analysis and actionable recommendations; and

• the scale and complexity of recent Organisational Development interventions, including

organisation size, structural complexity, and the number of participants or stakeholders involved.

5. Facilitation Capability

Tenderers must demonstrate adequate knowledge and experience in facilitating OD interventions of the

nature described above. This must include:

• a description of OD models, methodologies, assessments, and tools used; and
• Curriculum Vitae (CVs) as per schedule F.19 in this tender, of facilitators proposed for this Part.

CVs must clearly demonstrate:

• relevant years of experience facilitating OD and team interventions;
• experience facilitating interventions in large, complex organisational environments; and
• the ability to facilitate interventions using virtual, in-person, and hybrid delivery formats.

Experience should be demonstrated across OD interventions involving:

• team effectiveness and enablement;
• behavioural and cultural change;
• organisational or strategic alignment; and
• complex group or system dynamics.

6. Expertise – Documentation, Synthesis, and Reporting of OD Outcomes

Tenderers must demonstrate an approach to capturing, synthesising, and reporting outcomes arising from

Organisational Development facilitation interventions.

The proposed approach must include evidence of:

1. a clear method for capturing OD insights (including themes, behaviours, and group dynamics);
2. pre- and post-intervention assessment of behavioural shifts or key organisational or team themes;
3. a structured synthesis and reporting methodology, including:

content, manages client expectations and works to retain and grow ongoing business by ensuring that the

organisation’s services meet client needs and objectives.

Lead Content Developer: A professional responsible for leading content design and development within a

defined scope, ensuring conceptual coherence, quality, and alignment to objectives. The role includes

structuring learning content, integrating frameworks or methodologies, guiding junior contributors where

applicable, and ensuring that developed materials are fit for purpose and ready for delivery.

Learning Designer (or Instructional Designer): A professional who designs learning experiences and

content using adult learning principles and instructional methodologies. The role focuses on structuring

learning journeys, selecting appropriate learning methods, and developing content that supports effective

knowledge transfer, skills development, and behaviour change.

Lead Facilitator: A senior-level professional who designs and directs group processes such as workshops,

strategy sessions, or meetings, to guide participants toward achieving specific, predetermined goals. They are

responsible for setting the agenda, managing group dynamics, maintaining an inclusive environment, and

ensuring that the discussion turns into actionable outcomes.

Lead Functional Expert: A senior- level professional engaged to lead and deliver work within one or more

functional or disciplinary domains and is accountable for defining the technical or professional approach. This

includes providing authoritative expert input and advice within the agreed scope of work, co-ordinating and

directing contributing experts where applicable, as well as ensuring that all outputs, recommendations and

deliverables meet the required objectives, standards and quality requirements.

Lead Researcher: An individual who uses highly specialised scientific measures in the research they conduct

and who works on research projects that are either too large or too complex for junior researchers or junior

research specialists.

Lean Management Facilitator: An individual who uses an approach to project-based work that supports

continuous improvement, typically taking a long-term approach that systematically seeks to achieve

incremental changes in processes to improve efficiency and quality.

Lean Six Sigma: A data-driven methodology that merges Lean principles with the structured DMAIC process

(Define, Measure, Analyse, Improve, Control) to maximizes customer value by eliminating waste and reducing

process defects.

Lean Six Sigma Consultant: A business improvement and operational excellence professional who applies

supervision and does not constitute professional psychological practice.

System Development Specialist: An Individual who concentrates primarily on a particular subject or activity

related to systems development, a person highly skilled in systems development as a specific and restricted

field related to the specific scope required.

Talent Management Consultant: a professional who supports organisations in attracting, developing,

engaging, and retaining talent to meet current and future business needs. The role focuses on designing and

improving talent practices that align people capabilities with organisational strategy. Typically, would assist in

designing and implementing talent management frameworks and processes. Supports initiatives such as

performance management, learning and development, and succession planning. Analyses workforce data to

identify capability gaps and talent risks.

Team members: Are employees of the service provider responsible for the execution of operational, technical

or support activities within the scope of services, under the direction of the Key Account Executive.

Train the Trainer / Trainer of Trainers: A trainer who trains other suitably competent trainers to deliver a prepackaged, developed training course. This would include supporting trainers through the development of

instructional Trainers’ Manuals and other instructional aids, as well as using a specific methodology to evaluate

and accredit trainers to train learners in a specific training programme.

---

2.2.1.1.5.1 Minimum score for functionality

• Evaluation is based on scope of responsibility, not job titles or job grading alone
• Submissions must demonstrate clear differentiation across leadership levels, including:

o Programme depth and complexity

o Learning outcomes and behavioural focus

o Delivery or facilitation approach

• Generic submissions that do not distinguish between levels will be treated as covering one level only

• Organisation size and complexity

• Programme scope, duration, and strategic focus

• Target population and leadership level

• Leadership design artefacts (e.g. curricula, learning journeys, modules)

• Content design methodology used

• Evidence of differentiation across leadership levels

• A clear and structured content development approach

• Programme or curriculum architecture across leadership levels

• Application of diverse learning methodologies (e.g. simulations, case studies, action learning,

experiential learning)

• Integration of modern approaches (e.g. neuroscience-informed learning, applied learning methods)
• Examples of tools, materials, and frameworks developed
• Evidence of how content supports:

o Behavioural change

o Leadership decision-making

o Capability development aligned to organisational strategy, culture, and values

A2. Leadership Development Programme Facilitation and Delivery

including:

• Pre- and post-assessment design (typically within 12–18 months)
• Measurement frameworks and tools
• Indicators for:

o Learning effectiveness

o Behavioural change

o Organisational impact

• Data requirements and structuring approaches
• Continuous improvement mechanisms based on findings

B2. Measurement Implementation (Facilitation)

D1. Programme Resourcing and Capacity

• Breadth of capability (what is delivered and how)
• Depth and quality of approach
• Scale of delivery and applicability
• Repeatability and consistency of performance

approach and

design

methodology

with the Organisation size

(number of employees) and

complexity (number of

business units/divisions,

functional/geographic

spread).

3 Technical Expertise- 3.1 Measurement Framework: Leadership Content Effectiveness and

assesses the Impact (20 points)

tenderer’s proposed The tenderer must describe The tenderer clearly explains 20

methodology and and demonstrate the method a complete and connected

technical capability to used for measuring the approach to measuring the

design an effectiveness of leadership effectiveness of leadership

effectiveness development programme development programme

measurement content, including the content with all 3 criteria

framework for following 3 criteria: evident

leadership 1. The design of a = 20 points

development content pre-assessment and

for this contract. post-assessment The tenderer explains how

approach, applied for programme effectiveness will

Tenderers should programme content. be measured with 2 criteria

reference prior 2. A measurement tool or evident

experience to explain or framework designed to = 15 points

motivate their proposed determine:

approach. a. the effectiveness of The tenderer explains how

leadership content and programme effectiveness will

learning material; and be measured with 1

b. the impact of the criterion evident

learning in achieving = 10 points

desired individual, team,

and organisational The tenderer does not

outcomes. provide evidence of a

not need to have been

implemented previously but

must demonstrate suitability

for leadership development

programmes of comparable

scope and complexity.

3.2 Behaviour change and outcome tracking methods.

Tenderers must describe Capability is clearly 10

their capability to support described across all three

the measurement of requirements = 10 points

leadership programme

effectiveness during Capability described but one

facilitation, by describing: requirement omitted = 5

points

1. use of pre- and

post-assessment approaches Capability described but two

(within the past 5 years from requirements omitted = 0

2021- present); points

2. tools or methods used to

assess application of

learning and behavioural

change; and

3. approaches used to track

individual or organisational

outcomes over time.

2.3 Reporting and Close-Out

Tenderers must provide Evidence includes all three 10

examples of reporting and elements = 10 points

close- out outputs relevant to

facilitated programmes, such Evidence provided but one

as: element omitted = 5 points

1. examples of dashboards, More than one element

reports, or structured data omitted or no reporting or

extracts used during or after close-out evidence = 0

facilitation; points

2. close-out reports or

presentations; and

recommended next steps

4 Resources 4.1 Resources and years of experience (20 points)

The submission must clearly 1) Strategic / Professional 10

This criterion assesses describe the people who will Advisors (0–10 points)

whether the tenderer has be assigned to City of Cape

sufficient, suitably Town projects, including their Three (3) or more strategic /

experienced human roles, availability, and professional advisors are

resources available to relevant experience in available to support City of

design and develop leadership content Cape Town leadership

diagnostics and development for large, content projects= 10 points

bespoke leadership complex organisations

development content including: Two (2) strategic /

for the City of Cape professional advisors are

Town.

• Strategic or available = 5 points

professional advisors

are senior specialists One (1) strategic /

who provide thought professional advisor is

leadership, quality available= 2 points

assurance, and oversight

on leadership content Zero (0) strategic /

design and diagnostic professional advisors = 0

approaches. points

This criterion assesses

• The years of 2) Years of Experience of 10

current and allocated experience of individual Key Account Managers (0–

resources, not general key account executives 10 points)

organisational capacity. assigned to City projects, For the Key Account

specifically in developing, Executives and Managers

(Complete a summary of creating and designing responsible for City of Cape

the tenderer’s resources content/material/ Town leadership content

in schedule F.15 and a products for leadership development projects:

declaration of resources development

• 9 and more years’

availability in schedule programmes and related experience = 10

F.20 in this tender) interventions in large, points

complex organisations

(3 000+ employees;

• 6 - 8 years’

multiple business units experience = 8

or divisions; several points

functional or

geographic areas).

• 3 - 5 years’

experience = 6

points

• 1 - 2 years’

experience = 4

points

• No experience = 0

points

4.2 Content Development Team

• Dedicated Content 1) Dedicated Content 10

and organisational dynamics, where team members may have different strengths, working styles,

preferences, and approaches to tasks.

1. a clear method for capturing OD insights (including themes, behaviours, and group dynamics);
2. pre- and post-intervention assessment of behavioural shifts or key organisational or team themes;
3. a structured synthesis and reporting methodology, including:

below, must be submitted as a company profile with content for experience and expertise and CVs of

resources and facilitators. This is also confirmed in Schedule F.13 as documents to be submitted with

this tender. Schedule F.15 to F.20 must also be completed as part of the tender submission. To follow

is an introduction to each part and the functionality scoring tables for all parts of this tender.

Part a: design, development and delivery of leadership development

1. Purpose

This Part evaluates a tenderer’s capability, experience, expertise, and resource capacity to:

• Design and develop leadership development programme content; and
• Facilitate, deliver, and support learner engagement for leadership development programmes

for the City of Cape Town (CCT), across all leadership levels within a large, complex organisational

environment.

C1. Facilitator Experience

Tenderers must provide Curriculum Vitae (CVs) (Schedule F.19) for proposed facilitators demonstrating:

• Relevant facilitation experience

• Experience within large, complex organisations

• Capability to deliver programmes both virtually and in-person

• CVs indicating:

o Design experience

o Experience in large organisations

o Qualifications and professional background

• Number of resources available

• Years of relevant experience

• Sufficient number of facilitators and delivery resources

• Programme and account management capability

• Ability to deliver multiple programmes concurrently

• Experience delivering at scale within large organisations

D2. Facilitation Logistics and Delivery

This Part evaluates the tenderer’s ability to:

• Design high-quality, future-fit leadership development content
• Deliver impactful facilitation and learning experiences
• Apply credible measurement and reporting practices
• Operate at scale within a complex organisational environment

1. Experience- Experience 1.1 Experience in the design of content for leadership development

in the design of programmes (30 points)

leadership development Tenderers must submit Coverage of the 8 content 30

programmes across documented evidence of design aspects (0–30

three levels of leadership leadership development points):

in large, complex programmes designed Evidence clearly addresses

organisations within the last five (5) all 8 content design

in the last 5 years (2021– years (2021–present) for dimensions

present) large, complex = 30 points

a) Supervisory / Team organisations comparable

level to the City of Cape Town, Evidence addresses 6–7

b) Heads and defined as organisations content design dimensions

Management that: = 25 points

c) Senior Leadership

• employ 3 000 or

Examples must include more employees; Evidence addresses 4–5

organisation size, scope, and content design dimensions

duration and programme

• comprise multiple = 20 points

design artefacts (e.g. business units or

curriculum structures, divisions; and Evidence addresses fewer

module outlines).

• operate across than 4 content design

several functional dimensions

(Complete a summary or geographic = 10 points

of the tenderer’s areas; and

experience in schedule

• contain leadership Evidence addresses none of

F.16 in this tender) environment with the content design

multiple reporting dimensions = 0 points

lines.

Evidence must relate to Note: Programme duration

completed or implemented will not be assessed on

programmes (not length alone, but on whether

proposals) the proposed duration and

sequencing are appropriate

content to

organisational

strategy, culture, and

leadership capability

outcomes

1.2 Scale of Comparable Experience (20 points)

Tenderers must indicate the Number of comparable 10

number of comparable organisations (0–10

organisations (3 000+ points):

employees, similar Leadership programme

complexity) for which they content development

have designed leadership across all three levels of

development content leadership delivered to:

across all three (3)

• More than 7

leadership levels. organisations of the

same complexity as

Evidence must include: the CCT = 10 points

• The number of

comparable

• 6–7 organisations

organisations of the same

(3 000+ employees) complexity as the

for which the CCT = 8 points

tenderer has

designed leadership

• 4–5 organisations

development content of the same

across all three complexity as the

leadership levels, CCT = 6 points

including:

– organisation size

• 2–3 organisations

(number of of the same

employees); and complexity as the

– indicators of CCT = 4 points

organisational

complexity (business

units/ divisions and

• 1 organisation of

functional or the same complexity

geographic spread). as the CCT = 2

points

• None of the

organisations are of

the same complexity

as the CCT = 0

points

• The years of
• 5 years’ or more 10

experience of the years’ experience =

tenderer specifically in 10 points

developing, creating and

designing

• 3 – 4 years’

content/material/products experience = 7

for leadership points

development

programmes and related

• 1 – 2 years’

interventions in large, experience = 4

complex organisations points

(3 000+ employees;

multiple business units

• No experience = 0

or divisions; several points

functional or

geographic areas).

1.3 Leadership Levels covered in Content development and design (20

points)

Evidence meets all 3 20 Tenderers must submit

leadership levels with documented evidence of

required= 20 points leadership development

programme design (within

Evidence meets any 2 the last five (5) years, 2021–

leadership levels= 10 points present) for the following

leadership levels:

Evidence meets only 1

• Supervisory / Team leadership level or no

each level. Generic or

undifferentiated submissions

(i.e. one programme

presented as applicable to all

levels without clear

distinction) will only be

counted as one level.

2. Leadership Development Tenderers must provide Evidence addresses all 30

Programme facilitation, examples of leadership eight (8) elements = 30

delivery and learner development programme points

engagement experience facilitation completed or

currently in progress Evidence addresses seven

Note: To be considered facilitation engagements (7) -six (6) elements = 25

for this part of the tender, within the last five (5) years points

the tenderer must be (2021–present)

able to show evidence of Evidence addresses five (5)

experience and must be Examples must demonstrate –four (4) elements = 20

capable of facilitating facilitation across all three points

across four different leadership levels and must

levels of leadership: relate to large, complex Evidence addresses three

organisations (3 000+ (3) - two (2) elements = 15

a. Supervisory / Team employees, multiple business points

level (Task level T13 units/ divisions, multiple

and below) functional or geographic Evidence addresses less

b. Heads and areas). than two elements = 10

virtual (e.g. MS Teams),

and hybrid delivery;

4. experience facilitating

leadership development

programmes across all

three leadership levels

(Supervisory, Middle

Leadership).

5. demonstrate the ability to

deliver multiple

programmes

concurrently and provide

evidence of facilitation

within large, complex

organisations.

4.4 Years of experience of Key Personnel (20 points)

Tenderers must demonstrate 1) Strategic / Professional 5

capacity to deliver leadership Advisors (0–5 points)

programmes at scale,

• 9 or more years’

including: experience = 5

• the years of experience of points

key personnel operating

• 6 – 8 years’

within large, complex experience = 3

organisations. points

• 3 – 5 years’

experience = 1 point

• Less than 3 years

or no relevant

experience = 0

points

2. Facilitators (0–5 points) 5

• 7 or more years’

experience = 5

points

• 4 – 6 years’

experience = 3

points

• 1 – 3 years’

experience = 1

points

• No relevant

experience = 0

points

3. Delivery Team (0-5 5

points)

• 9 or more delivery

team resources = 5

points

• 5 - 8 delivery team

resources = 3

points

• 2 – 4 delivery team

resources

= 1 points

• 1 or less delivery

team resources = 0

points

4. Collective years of

Experience of delivery 5

team (0–5 points)

• 7 or more years’

experience = 5

points

• 4 – 6 years’

experience = 3

points

• 1 – 3 years’

experience = 1 point

• Less than 1 year or

no relevant

experience = 0

points

5 5.1 Logistics and Delivery

Tenderers must demonstrate All four requirements clearly 10

the ability to support demonstrated = 10 points

programme delivery logistics,

including: One or two requirements

omitted = 5 points

1. venue sourcing and

accessibility; No credible logistics

2. catering aligned to City capability with none of the

policy; four requirements listed= 0

3. learning materials and points

facilitation aids; and

4. virtual delivery aligned to No credible logistical or

information relating to experience, facilitation capability, expertise in synthesis and reporting, and

resources and capacity, as described below.

4. Experience – Organisational Development Interventions

• relevant years of experience facilitating OD and team interventions;
• experience facilitating interventions in large, complex organisational environments; and
• the ability to facilitate interventions using virtual, in-person, and hybrid delivery formats.

(e.g. aptitude, cognitive ability, personality) within a prescribed scope, and to refer cases requiring advanced

assessment or diagnosis to a registered psychologist.

Report Writer: An individual who is a professional who collects, analyses and converts raw data and

information into written reports.

Researcher: A professional who systematically investigates questions, problems, or phenomena to generate

new knowledge, validate existing information, or inform decision-making. Researchers design and conduct

studies, collect and analyse data, and interpret findings using appropriate methods and ethical standards.

Research Specialist: An individual who is a specialist in the use of a careful consideration of study regarding

a particular concern or a problem using scientific methods and who conducts such research through an

organized and systematic investigation into something as defined.

Senior Account Manager general content development: A more senior person who works for a company /

consulting firm and is both responsible and accountable for the management of the relationship and scope of

work (content development). They maintain and further develop the company / consulting firm's existing

relationships with a client or group of clients, so that they will continue to utilise their services going forward.

Senior Business Analyst: An experienced professional who provides advanced analysis, insights, and

recommendations to support strategic, operational, or policy decisions. The role combines deep subject-matter

expertise with strong analytical, problem-solving, and stakeholder engagement capabilities.

Senior Change Analyst: An individual who performs a more senior role through experience in conducting an

analysis in the change management discipline related to the specific scope required.

Senior Change Manager: An individual with an extensive level of change management experience and is

responsible for leading all aspects of a change management program.

Senior Communications Manager: An individual with an extensive level of communications management

experience and in charge of overseeing communications campaigns, ensuring its messaging is consistent and

engaging as related to the specific scope required.

Senior Creative Writer: An individual that produce various forms of literary and creative writing such as

various forms of reports and articles that may be of interest to the organisation and is available to be published

/ used across a range of the media or products related to the specific scope required.

Senior Data Analyst: An individual that assists with interpreting statistical and numerical data to assess and

compare the performance between data sets using existing intelligence processes to develop effective

business solutions.

Senior Human Capital Advisory Consultant: A senior, more experienced individual who provides advanced

professional Human Capital advice and guidance related to the specific scope required.

Senior Information Analyst: A senior, more experienced individual / technical expert who provides more

informed advice, deeper analysis and interpretation of information for activities related to the specific scope

required and who guides and directs other professional employees and solves complex issues.

Senior Lean Six Sigma (Black Belt) Specialist: is a certified and experienced business improvement

professional who provides strategic leadership, technical oversight, and quality assurance for large-scale

operational excellence and transformation initiatives. The role includes leading complex cross-functional

projects, mentoring Lean Six Sigma practitioners, applying advanced analytical and statistical methodologies,

and ensuring the delivery of measurable and sustainable improvements in service delivery, resource utilisation,

and organisational performance.

Senior Organisational Design Consultant: A seasoned expert who leads and advises on the design or

redesign of organisational structures, operating models, and ways of working to ensure alignment with strategy

and long-term objectives. The role combines deep organisational design expertise with strategic thinking,

leadership influence, and change capability.

Senior Researcher: An experienced research professional who leads complex research projects and provides

expert insight to inform strategy, policy, or practice. The role combines advanced methodological expertise

with leadership, critical thinking, and the ability to translate evidence into meaningful recommendations.

Senior Talent Management Consultant: An experienced specialist who advises organisations on how to

attract, develop, engage, and retain talent in alignment with business strategy and future capability needs. The

role combines deep expertise in talent practices with strategic insight, consulting skills, and leadership

influence. Typically, would lead the design and implementation of talent management strategies and

frameworks, advise on succession planning, performance management, learning, and leadership development

and diagnoses talent risks, capability gaps, and workforce trends.

Specialist Content Facilitator: a professional who enables effective engagement, understanding, and

application of specialised content by guiding individuals or groups through learning or communication

experiences. The role focuses on facilitating—not just delivering—content to ensure it is understood,

contextualised, and applied in practice.

Strategic and professional advisor: An individual who acts as advisor to senior officials or stakeholders and

can make recommendations which help shape significant policies or programs and key project deliverables.

Student Psychologist: An individual registered with the Health Professions Council of South Africa (HPCSA)

as a psychology student and enrolled at an HPCSA-approved educational institution in an academic

psychology qualification. A student psychologist is not a registered practitioner, may not render psychological

services to the public, may not practise independently, and may not present themselves as a psychologist.

site visits/clarification meetings or at any other time prior to the award of the Contract, will not be

regarded as binding on the CCT, unless communicated by the CCT in writing to suppliers / tenderers

by its Director: Supply Chain Management or his nominee. Similarly, any communication of the

tenderer / supplier that is not reduced to writing by the tenderer / supplier, its employees, agents or

advisors, shall not be regarded as binding on the CCT, unless communicated to the CCT in writing by

the suppliers / tenderers, or their duly authorised representatives.

2.1.4 The CCT’s right to accept or reject any tender offer

2.1.4.1 The CCT may accept or reject any tender offer and may cancel the corresponding tender process or

reject all tender offers at any time before the formation of a contract. The CCT may, prior to the award

of the tender, cancel a tender if:

(a) due to changed circumstances, there is no longer a need for the services, works or goods requested;

or

(b) funds are no longer available to cover the total envisaged expenditure; or

(c) no acceptable tenders are received;

(d) there is a material irregularity in the tender process; or

(e) the Parties are unable to negotiate market related pricing.

Tenderers who wish to register on the CCT’s Supplier Database may collect registration forms from the

Supplier Management Unit located within the Supplier Management / Registration Office, 2nd Floor (Concourse

Level), Civic Centre, 12 Hertzog Boulevard, Cape Town (Tel 021 400 9242/3/4/5). Registration forms and

related information are also available on the CCT’s website www.capetown.gov.za (follow the Supply Chain

Management link to Supplier registration).

It is each tenderer’s responsibility to keep all the information on the CCT Supplier Database updated.

2.1.8 National Treasury Web Based Central Supplier Database (CSD) Registration

Tenderers are required to be registered on the National Treasury Web Based Central Supplier Database (CSD)

as a service provider. Tenderers must register as such upon being requested to do so in writing and within the

period contained in such a request, failing which no orders can be raised or payments processed from the

resulting contract. In the case of Joint Venture partnerships this requirement will apply individually to each

party of the Joint Venture.

Tenderers who wish to register on the National Treasury Web Based Central Supplier Database (CSD) may

do so via the web address https://secure.csd.gov.za.

It is each tenderer’s responsibility to keep all the information on the National Treasury Web Based Central

Supplier Database (CSD) updated.

2.2 Tenderer’s obligations

2.2.1 Eligibility Criteria

2.2.1.1 Tenderers are obligated to submit a tender offer that complies in all aspects to the conditions as detailed

in this tender document and the Conditions of Tender. An acceptable tender must "COMPLY IN ALL”

aspects with the tender, Conditions of Tender, all Specifications (i.e., item C.5 below, hereinafter the

“Specifications”), pricing instructions herein and the Contract including its conditions.

2.2.1.1.1 Submit a tender offer

how a business operates with the goal of improving performance.

• Employs 3,000 or more employees;
• Has multiple business units or divisions;
• Operates across functional and/or geographic areas; and
• Includes complex reporting lines and spans of control

Tender fee: R200 (non-refundable) for a hard copy of the tender document; not applicable to website downloads.

Pricing: Schedule C.4 (Price Schedule) must be completed. Schedule F.1 (Contract Price Adjustment) is a returnable document.

Performance security/guarantee: Pro forma Performance Security/Guarantee (Annexure C) and Advance Payment Guarantee (Annexure D) are included in the tender pack, indicating these may be required.

Insurance: Pro forma Insurance Broker's Warranty (Annexure A) is included.

Monthly project labour report: Annexure B must be submitted.

Declaration for Procurement above R10 million (Schedule F.3) is required, implying the contract value may exceed R10 million.

Authorisation for deduction of outstanding amounts owed to CCT (Schedule F.8) must be completed.

Payment terms: not explicitly stated in the extracted text; standard CCT terms likely apply.

No explicit financial capacity or turnover thresholds stated.

Mandatory registrations:

• City of Cape Town Supplier Database (registration forms from Supplier Management Unit, 2nd Floor Civic Centre, Tel 021 400 9242/3/4/5, or www.capetown.gov.za).
• National Treasury Central Supplier Database (CSD) via https://secure.csd.gov.za.

Both registrations must be completed upon written request and within the period specified; failure prevents orders and payments. Joint venture partners must each register individually.

Tax compliance: Tenderer's tax matters must be in order with SARS (valid tax compliance status PIN), or tenderer must be a foreign supplier not required to register for tax compliance with SARS.

Eligibility (all must be met for a responsive tender):

• Completed Details of Tenderer (C.1).
• Completed Certificate of Authority for Partnerships/JVs/Consortiums (F.2) and copy of partnership/JV/consortium agreement where applicable.
• Completed Declaration of Interest – State Employees (F.5, MBD 4 amended) with no non-compliance.
• Completed Conflict of Interest Declaration (F.6) and Declaration of Past SCM Practices (F.7, MBD 8) with no conflict or past practices rendering tender non-responsive.
• Completed Certificate of Independent Tender Determination (F.9) with no non-compliance.
• Completed Authorisation for Deduction of Outstanding Amounts (F.8) with no disqualifying details.
• Tenderer (including representatives, directors, members) not restricted per SCM Policy.
• Tenderer not an advisor/consultant contracted with CCT creating conflict/unfair advantage.
• Tenderer not involved/associated with bid specification committee.
• Tenderer (including representatives, directors, members) not found guilty of contravening the Competition Act.
• Tenderer not guilty on any other basis listed in the SCM Policy.

Preference points: Schedule F.4 (Preference Points Claim Form per Preferential Procurement Regulations 2022) must be completed to claim B-BBEE points (80/20 system).

No compulsory clarification meeting. No mandatory CIDB grading or professional registration requirements stated. No local content percentages stated.

Processing of the latter Personal Information by the CCT’s due diligence assurance provider,

professional advisors and the Appeal Authority as applicable. The CCT’s justification for the

processing of such aforesaid Personal Information is based on section 11(1)(b) of POPIA, i.e., in terms

of which the CCT’s Processing of the said Personal Information is necessary to carry out actions for

the conclusion and/or performance of the contract, to which the applicable data subject (envisaged in

this clause 2.1.6.6 above) is a party.

Via hand delivery at: 20th Floor, Tower Block, 12 Hertzog Boulevard, Cape Town 8001

Via post at: Private Bag X9181, Cape Town, 8000

Via email at: [email protected].

2.1.6.7 Compliance to the CCTs Appeals Policy.

In terms of the CCT’s Appeals Policy, a fixed upfront administration fee will be charged. In addition, a

surcharge may be imposed for vexatious and frivolous or otherwise manifestly inappropriate tender

related appeals.

The current approved administration fee is R300.00 and may be paid at any of the Municipal Offices

or at the Civic Centre in Cape Town using the GL Data Capture Receipt attached as

Schedule F.14: Appeal Application Form. Alternatively, via EFT into the CCT’s NEDBANK Account:

CITY OF CAPE TOWN and using Reference number: 198158966. You are required to send proof of

payment when lodging your appeal.

appeals will be calculated as 1⁄2 (Administrative cost of the tender appeal) + 0.25 %(Appellant’s tender

price).

Should the payment of the administration fee of R300.00 or the surcharge not be received, such fee

or surcharge will be added as a Sundry Tariff to the tenderer’s municipal account.

that all work is completed, verified against goals, and officially handed over. It summarises project

performance, documents lessons learned, closes contracts and releases resources, ensuring a structured

transition from project to operations. (Source Google / Wits University)

Employee: An individual employed by the City of Cape Town on a permanent or non-permanent contractual

capacity/basis excluding temporary employment or staffing provided in terms of labour brokers, communitybased work, expanded public works programmes or student internships.

e-learning: (short for electronic learning) refers to education, training, or learning delivered through digital

technologies, most commonly via the internet. It allows learners to access content, interact with instructors or

peers, and complete assessments using computers, tablets, or mobile devices.

e-learning facilitation: The process of guiding, supporting, and enhancing learners’ experience in an online

learning environment. It involves more than simply delivering content—it focuses on creating engagement,

fostering interaction, and helping learners achieve their learning outcomes in a digital space.

Facilitation methodology: A structured system of processes, steps, and techniques used by a facilitator to

guide a group through a process of engagement, including collaborative work. It provides a clear framework

for defining goals, managing group interactions, and reaching shared outcomes without the facilitator imposing

their own answers. It may include ways of enabling people to establish meaning from content and / or improving

emotional and relational processing, the use of dialogue, and reflection and / or the use of challenges. It is

based on the utilisation of group dynamics and lived experience to deliver practical desired outcomes.

Hybrid facilitation: The design and guidance of meetings, workshops, or learning sessions that engage

participants who are both physically present in the same room and those who join remotely via digital platforms.

Hybrid learning: An approach to learning in which some learning happens in person (face‐to‐face) and some

happens online. These two modes are intentionally integrated to create one cohesive learning experience.

In person facilitation: The process of guiding, supporting, and managing a group’s discussion, activities, or

learning in a physical, face‐to‐face setting. A facilitator helps the group work effectively together, stay focused

on objectives, and ensure that all voices are heard.

In person learning: A learning format where teaching and learning happen face‐to‐face in a shared physical

space—such as a classroom, lecture hall, training room, or workshop.

Learning methodology: Defined based on what content is learned, cognitive acquisition, the use of models,

frameworks, theory and is often instructor-led.

Operational Workforce Planning: The alignment of the organisation’s operational human resources needs

with its operational plans and service delivery mandates. The alignment is accomplished by determining future

short to medium term workforce needs, analysing the current workforce, identifying the gaps between the

present workforce and future needs, and implementing solutions to close such gaps, so that the organisation

can accomplish its mission, goals, and objectives.

Organisational Design: The process of shaping and aligning an organisation’s structure, systems, roles,

processes, and culture so that they support and enable the organisation’s strategic goals. It determines how

work is divided, coordinated, and managed to optimise performance, communication, and decision-making.

Organisational Development: A systematic and long-term approach to improving an organization's

effectiveness, adaptability, and culture. It utilizes behavioural science—including psychology and sociology—

to align strategy, structure, and processes with people. OD focuses on enhancing performance, fostering

innovation, and managing change through interventions like leadership enablement and employee

engagement.

Real-time data tracking: The continuous collection, processing, and reporting of data the moment it is

generated, with little to no delay. It means monitoring information live, as events happen, rather than waiting

for periodic updates or reports.

Strategic Workforce Planning: The strategic alignment of the organisation’s people management

requirements with its strategic direction and focuses on critical and core roles in the organisation. Strategic

alignment is accomplished by determining future strategic workforce needs (medium to long term), analysing

the current workforce, identifying the gaps between the present workforce and future needs, and implementing

solutions to close such gaps, so that the organisation can successfully execute its strategy.

Succession Planning: A process that includes the identification, development and advancement of talent e.g.

future leaders or replacement incumbents. This process is important to ensure continuity in high potential,

mission critical and leadership roles within the organisation.

Sustainable leadership: The capacity to deliver results over time without degrading people, culture, or the

system — including oneself. This will include key elements such as long-term decision thinking, emotional and

energy regulation, ethical trade-off awareness, talent and system stewardship and self-sustainability (burnout

prevention).

Virtual learning: An instructional environment where learners and educators interact, access content, and

complete activities through online platforms, often using tools such as learning management systems (LMS),

video conferencing, digital assessments, and interactive multimedia.

Virtual facilitation: The practice of guiding, coordinating, and managing group interactions, discussions, or

learning experiences in an online environment, using digital tools such as video conferencing platforms,

collaboration apps, and virtual whiteboards.

Source of definitions – CCT policy documents, online research

administrative or operational tasks, contributing to service delivery and relationship management without

holding primary accountability for clients or outcomes.

Administrative and logistic assistant: An individual responsible for assisting in carrying out functions / items

(in this work tender) and the administration related to the specific scope required.

Agile Facilitator: An Agile (team) facilitator is a role that helps agile teams improve by helping them improve

communication and collaboration. The facilitator will assist in resolving issues that influence productivity and

increase the team's ability to function as a unit.

Analyst: A professional who examines information, data, processes, or situations to identify patterns, insights,

and implications that support decision‐making and problem‐solving. The role focuses on turning data and

evidence into clear, structured understanding.

Assessment report writer: An individual that captures an assessment report as a written record of the

discussions and recommendations that happened during an assessment and as per the assessments specified

in the specific scope required.

Business Analyst: An individual who conducts analysis of the business environment (Micro and macro)

related to the specific scope required.

Change Analyst: An individual who conducts analysis in the change management discipline related to the

specific scope required.

Change Manager: An individual responsible for the management of change through an application of a

structured process and set of tools for leading the people side of change to achieve a desired outcome as per

the specific scope required.

Communications Manager: An individual in charge of overseeing all internal and external communications,

ensuring its messaging is consistent and engaging as related to the specific scope required.

Copy writer: An individual responsible for writing text for the purpose of ensuring that the written content is

effectively transferred or copied to a predetermined format or template as related to the specific scope required.

Creative Writer: An individual that uses an expressive form of writing that demands the use of own creativity,

imagination and story to portray a particular message, as it would relate to the specific scope required.

Content Developer: A professional who supports content development activities under the guidance of a

senior lead, contributing to the drafting, adaptation, and refinement of learning materials. The role focuses on

developing content components, researching information, and assisting in the production of materials in line

with agreed objectives, without overall accountability for content design or programme architecture.

Data Analyst: An individual responsible for the process of cleaning, analysing, interpreting, and displaying

data using different approaches and business intelligence tools.

Data Specialist: An individual who is tasked with overseeing the development of new databases, monitoring

databases to extract relevant information and for its performance and interpretation of raw data and changing

it into usable feedback and applications.

Design Thinking Facilitator: An individual responsible for supporting and enabling a structured process of

customer-focused innovation that support productive group work. They work with a team to uncover new

insights and generate ideas that might not otherwise have been revealed through routine engagement or work

processes.

Engagement Manager: An individual that is responsible for overseeing day-to-day project delivery, managing

client relationships, and guiding the team. They ensure that all services and activities align with the defined

scope, driving successful outcomes and overall success for the client.

Facilitation services: A professional, neutral processes designed to make group collaboration, decisionmaking, and goal achievement easier and more effective. A facilitator guides discussions, manages conflict,

and ensures participation, empowering groups to solve problems without the facilitator dictating outcomes.

Facilitator: A facilitator is a neutral person who guides a group, meeting, or process to help participants work

together more effectively, reach goals, or solve problems without directly managing the content. They enable

others to work, learn, or communicate efficiently by guiding, rather than directing, the process (Merriam

Webster Dictionary). The facilitator may work under the direction of a lead facilitator as required.

Functional content specialist: An individual that possess specialist knowledge and expertise regarding

content relevant to a specific discipline and as related to the specific scope required.

Functional Expert: A professional engaged to contribute functional or subject-specific expertise. The

professional is responsible for providing expert input on allocated aspects of the work required including

supporting analysis, the development and implementation of identified activities, as well as the delivery of

agreed outputs or outcomes.

Functional Expert Facilitation Service: A professional facilitation service delivered by a facilitator with

specialist expertise in a defined functional or disciplinary domain, who designs and guides neutral, structured

group processes to support effective collaboration, learning, and decision-making. While remaining neutral to

outcomes, the facilitator may contribute functional, disciplinary or cross-disciplinary domain-specific knowledge

within scope to inform discussion and enable actionable results.

Graphic Artist: An individual who will create the artwork that will be used in a graphic project as related to the

specific scope required.

Human Capital Advisory Consultant: An individual who provides professional Human Capital advice and

guidance related to the specific scope required.

• Facilitation methodologies applied
• Delivery formats (in-person, virtual, hybrid)
• Session outputs, reports, or outcomes
• Tools or assessments used during facilitation
• Duration and timelines, supported by:

o Agendas

o Session plans

o Delivery schedules

• Methods used to establish and maintain psychological safety
• Innovation in facilitation techniques and learner engagement
• Learning methodologies applied (e.g. simulations, experiential learning)
• Reports or presentations delivered to clients
• Demonstrated value added through facilitation

(Task level T14 – Examples must include

T19) evidence of: Evidence addresses none of

c. Senior Leadership 1. facilitation methodology the elements = 0 points

level (Task level T19 used;

– T25)

2. findings captured during

TASK levels are facilitated sessions;

provided for reference

only and do not replace 3. tools or assessments

leadership role scope. used during facilitation;

(Complete a summary 4. duration and timelines,

of the tenderer’s including session

experience in schedule agendas or delivery

F.16 in this tender) schedules;

5. methods used to establish

and maintain

psychological safety (e.g.

facilitation techniques that

promote trust, respectful

dialogue, and inclusive

participation)

6. creativity and innovation

in facilitation techniques

and materials;

7. preferred learning formats

used (e.g. simulations,

experiential learning); and

on identifying inefficiencies, eliminating waste, improving service delivery, and delivering measurable

outcomes through the integration of people, processes, technology, and data. Responsibilities include process

analysis and mapping, root cause analysis, identification of cost-saving and resource optimisation

opportunities, development of future-state (TO-BE) solutions, and support for the implementation and

monitoring of continuous improvement initiatives.

Operating Model: An operating model outlines how the company delivers value to its customers, operates on

a day-to-day basis, and achieves its strategic objectives. The operating model is informed by the strategy and

business model of the organisation and can generally be analysed through the lens of purpose, people,

processes, technology, footprint, governance, regulations, and stakeholders.

Organisational Development Specialist: An individual who assists organisations improve their

effectiveness, culture, and performance by focusing on people, processes, culture and systems. They focus

on planned, evidence-based change that strengthens an organisations’ effectiveness and health, through

structured interventions and engagements.

Organisational Design consultant: A specialist who assists organisations align their structure, roles,

processes, governance, and ways of working with their strategy and operating environment. Their purpose is

to improve organisational effectiveness by ensuring that the way work is organised enables strategy execution.

Organisational complexity: Organisational complexity is the degree of differentiation, interdependence, and

structural, operational, or environmental intricacy within an organisation. It refers to the volume of resources,

specialized departments, hierarchical layers, and processes, such as multiple products or international

operations, that make coordination difficult. Common examples include extensive management layers,

complex supply chains, and large-scale, interdependent projects.

Psychometrist: An individual registered with the HPCSA as a psychometrist under the Health Professions

The tender................................................................................................................................................................ 3

T.1 General tender information ............................................................................................................................. 3

T.2 Conditions of tender ........................................................................................................................................... 4

2.1 General.................................................................................................................................................................. 4

2.2 Tenderer’s obligations .......................................................................................................................................... 7

2.3 The CCT’s undertakings ....................................................................................................................................... 94

The contract ........................................................................................................................................................101

C.1 Details of tenderer/supplier ......................................................................................................................... 102

C.2 Form of offer and acceptance ...................................................................................................................... 103

C.2.1 Offer (to be completed by the tenderer as part of tender submission) ................................................................ 103

C.2.2 Acceptance (to be completed by the cct) ............................................................................................................ 104

C.2.3 Schedule of deviations (to be completed by the cct upon acceptance) ................................................................ 105

C.2.4 Confirmation of receipt (to be completed by supplier upon acceptance).............................................................. 106

C.3 Occupational health and safety agreement ............................................................................................. 107

C.4 Price schedule ................................................................................................................................................... 108

C.5 Specification(s) .................................................................................................................................................. 120

C.6 Special conditions of contract .................................................................................................................... 141

C.7 General conditions of contract .................................................................................................................. 152

C.8 Annexures .......................................................................................................................................................... 162

Annexure a – pro forma insurance broker’s warranty ............................................................................................... 162

Annexure b – monthly project labour report ............................................................................................................. 163

Annexure c - pro forma performance security/ guarantee ......................................................................................... 165

Annexure d - pro forma advance payment guarantee ................................................................................................. 166

Annexure f - tender returnable documents ................................................................................................................. 167

Schedule F.1: Contract Price Adjustment ................................................................................................................ 168

Schedule F.2: Certificate of Authority for Partnerships/ Joint Ventures/ Consortiums ........................................... 169

Schedule F.3: Declaration for Procurement above R10 million ............................................................................... 170

Schedule F.4: Preference Points Claim Form In Terms Of the Preferential Procurement Regulations 2022 ........... 171

Schedule F.5: Declaration of Interest – State Employees (MBD 4 amended) .......................................................... 180

Schedule F.6: Conflict of Interest Declaration ......................................................................................................... 182

Schedule F.7: Declaration of Tenderer’s Past Supply Chain Management Practices (MBD 8) ................................ 183

Schedule F.8: Authorisation for the Deduction of Outstanding Amounts Owed to the CCT ................................... 185

Schedule F.9: Certificate of Independent Tender Determination ............................................................................ 186

Schedule F.10: Proposed Deviations And Qualifications By Tenderer ..................................................................... 187

Schedule F.11: List of Other Documents Attached By Tenderer .............................................................................. 188

Schedule F.12: Record of Addenda to Tender Documents ...................................................................................... 189

Schedule F.13: Information to Be Provided With the Tender .................................................................................. 190

Schedule F.14: Appeal Application .......................................................................................................................... 197

2.1.5.3 Nomination of Standby Tenderer

“Standby Tenderer” means a tenderer per part, identified by the CCT at the time of awarding a bid that

will be considered for award should the contract be terminated for any reason whatsoever. In the event

that a contract is terminated during the execution thereof, the CCT may consider the award of the

contract, or non-award, to the Standby Tenderer in terms of the procedures included its SCM Policy,

as amended from time to time.

2.1.6 Objections, complaints, queries and disputes/ Appeals in terms of Section 62 of the Systems

2.1.6.1 Disputes, objections, complaints and queries

In terms of Regulations 49 and 50 of the Local Government: Municipal Finance Management Act, Municipal Supply Chain Management Regulations (Board Notice ):

a) Persons aggrieved by decisions or actions taken by the CCT in the implementation of its supply chain

management system, may lodge within 14 days of the decision or action, a written objection or

complaint or query or dispute against the decision or action.

2.1.6.2 Appeals

a) In terms of Section 62 of the Local Government: Municipal Systems Act, a person whose

rights are affected by a decision taken by the CCT, may appeal against that decision by giving written

notice of the appeal and reasons to the City Manager within 21 days of the date of the notification of

the decision.

b) An appeal must contain the following:

i. Must be in writing

ii. It must set out the reasons for the appeal

iii. It must state in which way the Appellant’s rights were affected by the decision;

iv. It must state the remedy sought; and

v. It must be accompanied with a copy of the notification advising the person of the decision

c) The relevant CCT appeal authority must consider the consider the appeal and may confirm, vary or

revoke the decision that has been appealed, but no such revocation of a decision may detract from

any rights that may have accrued as a result of the decision.

2.1.6.3 Right to approach the courts and rights in terms of Promotion of Administrative Justice Act, and Promotion of Access to Information Act,

The sub- clauses above do not influence any affected person’s rights to approach the High Court at

any time or its rights in terms of the Promotion of Administrative Justice Act (PAJA) and Promotion of

Access to Information Act (PAIA).

2.1.6.4 All requests referring to sub clauses 2.1.6.1 and 2.1.6.2 must be submitted in writing to:

The City Manager - C/o the Manager: Legal Compliance Unit, Legal Services Department, Office of

the City Manager

Via hand delivery at: 20th Floor, Tower Block, 12 Hertzog Boulevard, Cape Town 8001

Via post at: Private Bag X918, Cape Town, 8000

Via email at: [email protected]

2.1.6.5 All requests referring to clause 2.1.6.3 must be submitted in writing to:

The City Manager - C/o the Manager: Access to Information Unit, Legal Service Department, Office

of the City Manager

Via hand delivery at: 20th Floor, Tower Block, 12 Hertzog Boulevard, Cape Town 8001

Via post at: Private Bag X918, Cape Town, 8000

Via email at: [email protected]

2.1.6.6 The minimum standards regarding accessing and 'processing' of any personal information

belonging to another in terms of Protection of Personal Information Act, 2013 (POPIA).

For purposes of this clause 2.1.6.6, the contract and these Conditions of Tender, the terms “data

subject”, “Personal Information” and “Processing” shall have the meaning as set out in section 1 of

POPIA, and “Process” shall have the corresponding meaning.

practises that renders the tender non-responsive based on the conditions contained thereon

(applicable schedules below to be completed);

f) A completed Certificate of Independent Bid Determination to be provided and which does

not indicate any non-compliance with the requirements of the schedule (applicable schedule

below to be completed);

g) The tenderer (including any of its representatives, directors or members), has not been

restricted in terms of abuse of the Supply Chain Management Policy,

h) The tenderer’s tax matters with SARS are in order, or the tenderer is a foreign supplier that is

not required to be registered for tax compliance with SARS;

i) The tenderer is not an advisor or consultant contracted with the CCT whose prior or current

obligations creates any conflict of interest or unfair advantage;

j) The tenderer is not a person, advisor, corporate entity or a director of such corporate entity,

who is directly or indirectly involved or associated with the bid specification committee;

k) A completed Authorisation for the Deduction of Outstanding Amounts Owed to the CCT

to be provided and which does not indicate any details that renders the tender non-responsive

based on the conditions contained thereon (applicable schedules below to be completed);

l) The tenderer (including any of its representatives, directors or members), has not been found

guilty of contravening the Competition Act , as amended from time to time;

m) The tenderer (including any of its representatives, directors or members), has not been found

guilty on any other basis listed in the Supply Chain Management Policy.

2.2.1.1.3 Mandatory Requirements

• Intellectual Property: All intellectual property, materials, content, frameworks, tools, documentation,

learning assets, and outputs developed specifically for the City of Cape Town under this Part shall

vest in the City of Cape Town.

• OD interventions may be delivered virtually, in person, or in hybrid format, using City-approved

platforms (for example, MS Teams).

• Where psychometric tools form part of an OD intervention, proof of HPCSA registration is required

for relevant facilitators.

• Appointment under Part B does not imply appointment under Part A
• For the purposes of this Part, a large, complex organisation is defined as an organisation that:

o employs 3 000 or more employees;

o comprises multiple business units or divisions; and

o operates across several functional and/or geographic areas.

the following:

• Organisational Development diagnostic methodologies applied, including examples of

diagnostic outputs or reports (for example, culture assessments, engagement analyses, or workforce

diagnostics);

• content development approaches used in designing Organisational Development interventions;
• facilitation methodologies applied, where virtual, in-person, or hybrid delivery formats were used;
• approaches used to manage and respond to complex team dynamics during interventions (for

example, conflict, resistance, misalignment, or change fatigue);

• team or organisational assessment tools applied to identify strengths, preferences, capabilities,

and development areas;

• OD content and supporting materials addressing sustainable ways of working together and

resolving identified challenges;

• methods used to establish and maintain psychological safety during OD facilitation, defined for

the purposes of this tender as the deliberate creation of a facilitation environment in which

participants feel safe to speak openly, challenge ideas respectfully, and contribute without fear of

negative consequences (for example, use of agreed group norms, confidentiality assurances,

inclusive facilitation techniques, and skilled management of power dynamics);

• the duration and structure of interventions, including examples of completed project plans,

schedules, or phased delivery approaches;

• creativity and innovation in facilitation approaches, where such methods contributed to effective

outcomes;

• learning approaches applied, such as neuroscience-informed methods, psychology-based

approaches, coaching techniques, case studies, scenarios, or practical experiential learning;

• methods used to assess the effectiveness of Organisational Development interventions,

including evaluation of behavioural, team, or organisational shifts;

• synthesis of information gathered during the OD process, demonstrating the ability to integrate

insights across themes, behaviours, and system dynamics;

• reports or presentations delivered to line departments or key stakeholders, demonstrating clear

analysis and actionable recommendations; and

• the scale and complexity of recent Organisational Development interventions, including

organisation size, structural complexity, and the number of participants or stakeholders involved.

the”Tender” / “Tender Document”), its evaluation and acceptance and any resulting contract

2.1.2.2 These Conditions of Tender and returnable Documents which are required for CCT’s tender evaluation

2.2.1.1.5 Functionality Evaluation

In support of context to the evaluation criteria listed in the tables below, the following

Schedule F.3: Declaration for Procurement above R10 million ............................................................................... 170

Schedule F.4: Preference Points Claim Form In Terms Of the Preferential Procurement Regulations 2022 ........... 171

defined scope, ensuring conceptual coherence, quality, and alignment to objectives. The role includes

deliverables meet the required objectives, standards and quality requirements.

incremental changes in processes to improve efficiency and quality.

the ability to support demonstrated = 10 points

omitted = 5 points

3. learning materials and points

(e.g. MS Teams). (0 points)

220 points

The minimum qualifying score for functionality is 154 points (70%) out of a maximum of 220 points.