{"closingDate":"16 July 2026","closingTime":"11:00","briefingSession":"{"date":"27 July 2026","time":"11:00","venue":"11:00 (Via MS Teams)","is_compulsory":true}"}

Compulsory Briefing Session: 27 July 2026 at 11:00 (Via MS Teams) Meeting ID: 387 287 485 064 978 Passcode: 6vo9WZ6A

{"name":null,"email":"[email protected]","phone":"060 994 2863","department":null,"address":"Name: Khensani Zungu"}

Returnable Documents: Tender Conditions Invitation to bid (SBD 1) .................................................................. 6, Invitation to bid (SBD 1) ................................................................................................ 6, SBD 3.3 Pricing Schedule..............................................................................33, SBD 4 Bidder’s Disclosure .......................................................................................... 38, SBD 6.1 Preference Points claim form ........................................................................ 41, b) Each member of the joint venture/consortium must provide a Tax Clearance Certificate., group or consortium must provide a combined joint venture/consortium Tax Clearance

• Bidders must submit the bid in a hard copy format. The soft copy of these original sets of bid documents serves as the legal bid contract document and the master record between the bidder and the NHFC.

The NHFC, is a public entity listed as a Schedule 3A of the Public Finance Management Act

(PFMA) of 1999 (as amended). The entity was established by the National Department of Human

Settlements (NDOHS) as a development finance institution (DFI) in 1996, with the mandate of

broadening access to affordable housing for the low- and middle-income households. NHFC as

a national public entity adheres to the regulatory framework of the Public Finance Management

Act (PFMA) of 1999.

The NHFC operates largely as a wholesale funder providing funding in the affordable housing

market through a network of clients that include social housing institutions, property developers

and investors, contractors as well as non-banking financial retail intermediaries. In addition, it

facilitates national implementation of a housing subsidy programme on behalf of the Department

of Human Settlements which is focused on providing a subsidy for aspiring first time homeowners,

known as the First Home Finance Programme. The entity also provides programme management

services to augment capacity of provincial and local government in the implementation of various

housing programmes. The company operates nationally mostly through intermediaries operating

in the four (4) main financing channels, namely, the residential developer financing channel, the

Social Housing institution /Other Delivery Agents (ODAs) financing channel, the contractor

financing channel as well as the incremental housing intermediary financing channel. In addition

to providing loans to its intermediary partners, the company also provides other forms of funding

in the form of strategic investments such as equity and quasi equity to certain niche businesses

in the affordable housing value chain.

2. Background and purpose

The National Housing Finance Corporation (NHFC) invites proposals from capable and reputable

service providers with deep subject-matter expertise and a demonstrated history of successful

project delivery to conduct a comprehensive diagnostic assessment of its organisational culture,

climate, employee engagement, and change management practices. The assessment should

also identify any additional organisational challenges that may emerge during the diagnostic

phase. This diagnostic must be undertaken within the context of the approved Turnaround

Strategy, which seeks to enhance organisational performance, address low staff morale, and

resolve broader organisational challenges identified in the Turnaround Strategic.

In 2018 the NHFC merged with the Rural Housing Loan Fund (RHLF) and the National Urban

Reconstruction and Housing Agency (NURCHA). Each of the legacy entities brought with it

distinct organisational cultures, including different values, beliefs, attitudes, systems, and

behavioural norms that continue to influence employee behaviour. In 2019, the NHFC initiated a

bottom-up process to develop new organisational values and a unified code of conduct for the

merged entity. However, the embedding of this culture was not fully realised due to, among other

factors, resistance to change and the prolonged period of remote working during the COVID-19

pandemic.

As a result, pockets of the legacy cultures remain within the organisation. This has been further

compounded by the onboarding of over 60 new employees, contributing to inconsistencies in

cultural alignment. Additionally, the appointment of a new Board in 2025 introduced renewed

strategic direction through the Turnaround Strategy, which aims to improve organisational

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performance, address low staff morale, and establish the foundations for a high-performing,

inclusive, and adaptive organisational culture.

The purpose of this diagnostic is to identify the root causes of the organisational challenges

outlined in the Turnaround Strategy, provide actionable insights with clearly defined success

indicators (such as employee engagement, trust, adaptability, and alignment), and recommend

practical interventions to foster a high-performance, inclusive, and resilient organisational

environment aligned with NHFC’s strategic objectives.

3.1. Overview and Purpose of the Assignment

The National Housing Finance Corporation SOC Limited (NHFC) intends to appoint a suitably

qualified and experienced service provider to undertake a comprehensive organisational

diagnostic assessment over a period of twelve (12) months. The purpose of this assignment is

to evaluate and develop a deep, evidence-based understanding of the organisation’s

organisational climate, employee engagement, and change management practices, while also

identifying and interrogating any additional organisational challenges that may emerge during

the diagnostic process.

This diagnostic must be undertaken within the context of the approved NHFC Turnaround

Strategy, ensuring that all findings, analyses, and recommendations are directly aligned to the

strategic priorities, performance objectives, and organisational challenges identified in the

strategy. Particular emphasis must be placed on understanding the underlying drivers of low

staff morale, disengagement, and organisational performance constraints, and how these

factors impact NHFC’s ability to deliver on its mandate.

The assessment must further take into account NHFC’s organisational evolution, including the

integration of legacy entities, the impact of remote and hybrid working arrangements, and recent

strategic shifts, in order to contextualise current organisational dynamics and change readiness.

3.2. Diagnostic Design and Methodological Approach

The service provider will be required to design and implement a robust, scientifically

grounded diagnostic framework that integrates both qualitative and quantitative

methodologies. The approach must be sufficiently rigorous to ensure credibility, while

remaining flexible to explore emerging issues. In executing this component, the service

provider will be expected to:

• Develop an integrated and adaptive diagnostic framework. The framework must

comprehensively address organisational climate, employee engagement, and

change management practices, while allowing for the identification of additional

organisational issues. It should clearly demonstrate how data will be collected,

analysed, and integrated to produce meaningful insights aligned with the approved

Organisational Turnaround Strategy.

• Apply mixed-method data collection techniques. The methodology must include

surveys, interviews, focus group discussions, and document reviews. These tools

must be carefully designed to capture both measurable trends and deeper

organisational insights, ensuring a balanced and holistic assessment.

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• Incorporate triangulation to strengthen the validity of findings. Data collected from

different sources must be cross validated to ensure that conclusions are accurate,

credible, and reflective of the organisation’s realities.

• Align the diagnostic approach with NHFC’s context and strategic direction. The

methodology must be tailored to NHFC’s operating environment, including its

transformation journey, performance challenges, and strategic objectives.

3.3. Organisational Review and Data Collection

The service provider will undertake a comprehensive organisational review supported by

extensive data collection across all levels of the organisation. The data collection process

must be rigorous, inclusive, and designed to generate both quantitative and qualitative

insights. This will include:

• Administration of organisation-wide surveys. The service provider must design and

implement structured surveys to assess organisational climate, employee

engagement, and perceptions of change management practices. The surveys must

be statistically sound, ensure anonymity, and enable segmentation of results across

business units, levels, and demographic groups to identify trends and patterns.

• Conducting in-depth interviews. The service provider must conduct structured and

semi-structured interviews with key stakeholders, including executive management,

senior management, and selected employees. These interviews should provide

deeper insight into leadership dynamics, strategic alignment, decision-making

processes, and organisational challenges.

• Facilitation of focus group discussions. Focus groups must be conducted across

different employee segments to explore themes emerging from surveys and

interviews in greater depth. These sessions must create a safe and confidential

environment that encourages open and honest feedback, particularly on sensitive

issues such as culture, morale, and resistance to change.

• Review of organisational documentation and historical context. The service provider

must analyse policies, procedures, governance frameworks, strategic documents,

and prior assessments to understand both the intended organisational design and

historical challenges. This review must specifically consider the post-merger

integration of legacy entities and the extent to which a unified organisational culture

has been embedded.

• Organisation-wide data collection and stakeholder engagement. Data must be

collected from executive management, senior management, and employees across

all divisions. The approach must ensure inclusivity and capture diverse perspectives

across the organisation.

• Targeted inclusion of key employee segments. The diagnostic must deliberately

engage:

o Employees who are engaged and aligned with organisational goals

o Employees experiencing low morale or disengagement

o Individuals or groups demonstrating resistance to change

This ensures a balanced and representative understanding of organisational dynamics.

3.4. Assessment of Organisational Climate and Employee Engagement

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The service provider will conduct a detailed assessment of organisational climate and

employee engagement, with a strong focus on both employee perception and organisational

impact. This will include:

• Evaluation of organisational climate. The assessment must examine how employees

experience the workplace environment, including levels of trust, communication

effectiveness, leadership visibility, and alignment with organisational values. It must

also assess whether the environment enables or constrains performance.

• Assessment of employee engagement and morale. The service provider must identify

key drivers of employee motivation, commitment, and productivity, as well as barriers

contributing to disengagement, low morale, or underperformance.

• Linking engagement to performance outcomes. The analysis must demonstrate how

employee engagement and climate influence organisational performance, including

productivity, service delivery, and achievement of strategic objectives outlined in the

Turnaround Strategy.

3.5. Assessment of Change Management Practices

A central component of the diagnostic will be the evaluation of NHFC’s change management

practices and transformation capability. The service provider will be required to:

• Assess the effectiveness of past and current change initiatives. This includes

evaluating the extent to which previous change efforts were successfully

implemented, embedded, and sustained, particularly in the context of post-merger

integration and organisational transformation.

• Evaluate organisational readiness for change. The assessment must consider

leadership alignment, employee buy-in, communication effectiveness, and

organisational capacity to support change initiatives.

• Identify resistance to change and its root causes. The service provider must analyse

both behavioural and systemic resistance, including cultural, structural, and

leadership-related factors.

• Assess the impact of organisational evolution on change capability. This includes

consideration of:

o The merger of legacy entities and cultural integration challenges

o The impact of remote and hybrid working environments post-COVID-19

o Recent strategic direction introduced by the Board

3.6. Identification of Emerging Organisational Issues

In addition to the defined focus areas, the service provider must ensure that the diagnostic

process remains responsive to emerging issues. This will include:

• Identification of systemic and structural challenges. Including inefficiencies in

processes, misalignment between strategy and execution, and gaps in organisational

design.

• Assessment of leadership and governance dynamics. Identifying any leadership,

decision-making, or accountability issues impacting organisational effectiveness.

• Exploration of additional performance constraints. Any other factors uncovered during

the diagnostic that may impact organisational climate, engagement, or change

effectiveness must be analysed and reported.

3.7. Diagnostic Analysis and Root Cause Identification

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The service provider will conduct a rigorous and integrated analysis of all findings. This will

include:

• Development of a cohesive, evidence-based diagnostic narrative. Integrating all data

sources into a comprehensive understanding of organisational dynamics.

• Detailed root cause analysis. Moving beyond symptoms to identify underlying drivers

of organisational challenges, particularly those related to low morale, disengagement,

and performance constraints.

• Identification of risks, gaps, and opportunities. Clearly highlighting areas requiring

intervention as well as opportunities for organisational improvement.

3.8. Stakeholder Validation and Engagement

The service provider will facilitate structured engagements to validate findings and build

organisational alignment. This will include:

• Facilitation of feedback workshops and presentations. Presenting findings to

executive management, senior management, and employees in a clear and

accessible manner.

• Validation of findings through stakeholder input. Ensuring that findings are refined and

strengthened through engagement.

• Promotion of transparency and shared understanding. Encouraging open dialogue

and ownership of the outcomes.

3.9. Co-Creation of Interventions and Solutions

The service provider will facilitate the development of targeted, evidence-based

interventions. This will include:

• Collaborative development of solutions. Interventions must be co-created with

stakeholders to ensure relevance, practicality, and organisational buy-in.

• Direct alignment to diagnostic findings and strategy. All interventions must address

identified issues related to organisational climate, employee engagement, and

change management, and align with the Turnaround Strategy.

• Focus on sustainable organisational improvement. Solutions must be implementable,

measurable, and capable of delivering long-term impact.

3.10. Implementation Plan

The contract in respect of this assignment will be concluded between the NHFC and the

appointed service provider for a period of twelve (12) months. During this period, the service

provider will be required to complete the full organisational diagnostic assessment, including

the design and implementation of the diagnostic methodology, data collection, analysis,

stakeholder engagement, validation of findings, and the development of evidence-based

recommendations and interventions. In addition, the service provider will be required to

develop a comprehensive implementation roadmap informed by the diagnostic outcomes.

This roadmap must extend beyond the contract period and cover a horizon of up to twenty-

four (24) months, outlining how the recommended interventions will be implemented,

monitored, and sustained over time.

3.10.1. Contract Duration and Scope

• The contract for this assignment will be concluded between the NHFC and the

appointed service provider for a period of twelve (12) months.

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• The implementation period will cover the execution of the full organisational

diagnostic and the initial rollout of prioritised interventions.

• Activities undertaken during the contract period will be structured to ensure

alignment with NHFC’s strategic objectives and change priorities.

3.10.2. Execution of the Organisational Diagnostic

• Design and implementation of a robust organisational diagnostic methodology.
• Collection of qualitative and quantitative data across the organisation, including:

o Document reviews.

o Interviews and surveys.

o Workshops and stakeholder engagements.

• Comprehensive analysis of findings to identify systemic challenges, root causes,

and improvement opportunities.

• Validation of diagnostic findings through stakeholder engagement and feedback

sessions.

• Development of evidence-based recommendations aligned to organisational

needs, capacity, and strategic direction.

3.10.3. Development of the Implementation Roadmap

• Translation of diagnostic recommendations into a structured implementation plan.
• Development of a comprehensive Implementation Roadmap, supported by a

detailed Gantt chart, to guide execution during and beyond the contract

period.

• Extension of the roadmap beyond the initial twelve (12) months to a horizon of up

to twenty-four (24) month to ensure sustainability and long-term impact.

3.10.4. Prioritisation and Sequencing of Interventions

• Identification and prioritisation of recommended interventions based on impact,

urgency, and organisational readiness.

• Clear sequencing of activities over the twelve-month contract period.
• Categorisation of actions into:

o Short-term interventions (quick wins).

o Medium-term initiatives.

o Long-term transformation actions extending beyond the contract period.

• Alignment of interventions to NHFC’s strategic objectives and operational

realities.

3.11. Roles, Responsibilities, and Accountability

• Clear definition of implementation roles at executive, senior management, and

operational levels.

• Assignment of ownership for each intervention to specific individuals or

structures.

• Establishment of accountability mechanisms to support effective

decision-making and oversight.

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• Clarification of governance structures and reporting lines to ensure

coordinated implementation.

3.12. Monitoring and Evaluation Mechanisms

• Development of monitoring and evaluation frameworks aligned to the

Implementation Roadmap.

• Definition of key performance indicators (KPIs) and success metrics for each

intervention.

• Establishment of progress-tracking tools and reporting mechanisms.
• Regular performance reviews to assess effectiveness, identify risks, and

recommend corrective actions where required.

3.13. Capacity Building and Skills Transfer

The service provider will be required to implement a structured and practical capacity

building and skills transfer approach to ensure that NHFC is able to independently

manage, monitor, and sustain the implementation of recommended interventions beyond

the twelve (12) month contract period and throughout the full twenty-four (24) month

implementation horizon. The capacity building approach must be directly linked to the

implementation roadmap and monitoring framework, and must focus on strengthening

internal ownership, accountability, and change capability.

3.13.1. Leadership Coaching and Stakeholder Support

The service provider must provide targeted coaching and advisory support to NHFC

leadership and key stakeholders to enable effective sponsorship and oversight of

implementation activities throughout the 24months period. This will include:

• Coaching and advisory support for executive management and senior

management to enable effective leadership of implementation and

transformation initiatives.

• Strengthening leadership capability to drive prioritised interventions, manage

implementation risks, and sustain momentum beyond the contract period.

• Supporting leaders to manage resistance to change, embed new practices,

reinforce accountability, and oversee progress against implementation

milestones.

• Enabling leaders to effectively use monitoring and reporting tools to track

progress and take corrective action where required.

3.13.2. Development of Internal Change Management Capability

The service provider must build NHFC’s internal capability to manage and sustain

implementation activities over the medium to long term. This will include:

• Developing NHFC’s internal capacity to manage and coordinate organisational

change and implementation initiatives beyond the service provider’s

engagement.

• Introduction and transfer of practical change management and implementation

tools, frameworks, and methodologies aligned to the implementation roadmap.

• Empowerment of designated internal champions and change agents to support

implementation, monitoring, and stakeholder engagement across the

organisation.

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• Enabling internal teams to manage dependencies, sequencing, and risks

associated with medium‐ and long‐term interventions.

3.14. Structured Skills Transfer and Sustainability

The service provider must ensure a structured and deliberate transfer of knowledge, tools,

and methodologies to enable NHFC to independently monitor and sustain implementation

over the full twenty‐four (24) month horizon. This will include:

• Structured transfer of implementation tools, templates, frameworks, and monitoring

mechanisms to nominated NHFC personnel.

• Embedding of implementation, monitoring, and reporting practices within NHFC’s

existing governance structures, systems, and processes.

• Enabling NHFC internal teams to track progress against the 24‐month

implementation roadmap, assess performance against defined milestones, and

identify risks and corrective actions.

• Ensuring that NHFC is capacitated to continue implementation, monitoring,

reporting, and refinement of interventions beyond the contract period without

reliance on the service provider.

3.15. Reporting and Final Outputs

The service provider will maintain effective reporting and governance throughout the project.

This will include:

• Regular progress reporting. Providing updates on progress, key insights, risks,

and mitigation strategies.

• Comprehensive final diagnostic report. Delivering a detailed report covering:

o Organisational climate

o Employee engagement

o Change management practices

o Additional organisational issues identified

o Root cause analysis

o Evidence-based recommendations

• Presentation to governance structures. Presenting findings and

recommendations to executive management and Board-level structures.

4. Terms of appointment

The contract in respect of this assignment will be concluded between the NHFC and the

appointed service provider for a period of twelve (12) months.

strategic priorities, performance objectives, and organisational challenges identified in the

strategy. Particular emphasis must be placed on understanding the underlying drivers of low

staff morale, disengagement, and organisational performance constraints, and how these

factors impact NHFC’s ability to deliver on its mandate.

The assessment must further take into account NHFC’s organisational evolution, including the

integration of legacy entities, the impact of remote and hybrid working arrangements, and recent

strategic shifts, in order to contextualise current organisational dynamics and change readiness.

3.2. Diagnostic Design and Methodological Approach

grounded diagnostic framework that integrates both qualitative and quantitative

methodologies. The approach must be sufficiently rigorous to ensure credibility, while

remaining flexible to explore emerging issues. In executing this component, the service

provider will be expected to:

• Develop an integrated and adaptive diagnostic framework. The framework must

comprehensively address organisational climate, employee engagement, and

change management practices, while allowing for the identification of additional

organisational issues. It should clearly demonstrate how data will be collected,

analysed, and integrated to produce meaningful insights aligned with the approved

• Apply mixed-method data collection techniques. The methodology must include

surveys, interviews, focus group discussions, and document reviews. These tools

must be carefully designed to capture both measurable trends and deeper

organisational insights, ensuring a balanced and holistic assessment.

of 63

• Incorporate triangulation to strengthen the validity of findings. Data collected from

different sources must be cross validated to ensure that conclusions are accurate,

credible, and reflective of the organisation’s realities.

• Align the diagnostic approach with NHFC’s context and strategic direction. The

methodology must be tailored to NHFC’s operating environment, including its

transformation journey, performance challenges, and strategic objectives.

3.3. Organisational Review and Data Collection

extensive data collection across all levels of the organisation. The data collection process

must be rigorous, inclusive, and designed to generate both quantitative and qualitative

insights. This will include:

• Administration of organisation-wide surveys. The service provider must design and

implement structured surveys to assess organisational climate, employee

engagement, and perceptions of change management practices. The surveys must

be statistically sound, ensure anonymity, and enable segmentation of results across

business units, levels, and demographic groups to identify trends and patterns.

• Conducting in-depth interviews. The service provider must conduct structured and

semi-structured interviews with key stakeholders, including executive management,

senior management, and selected employees. These interviews should provide

deeper insight into leadership dynamics, strategic alignment, decision-making

processes, and organisational challenges.

• Facilitation of focus group discussions. Focus groups must be conducted across

different employee segments to explore themes emerging from surveys and

interviews in greater depth. These sessions must create a safe and confidential

environment that encourages open and honest feedback, particularly on sensitive

issues such as culture, morale, and resistance to change.

• Review of organisational documentation and historical context. The service provider

must analyse policies, procedures, governance frameworks, strategic documents,

and prior assessments to understand both the intended organisational design and

historical challenges. This review must specifically consider the post-merger

integration of legacy entities and the extent to which a unified organisational culture

has been embedded.

• Organisation-wide data collection and stakeholder engagement. Data must be

collected from executive management, senior management, and employees across

all divisions. The approach must ensure inclusivity and capture diverse perspectives

across the organisation.

• Targeted inclusion of key employee segments. The diagnostic must deliberately

engage:

o Employees who are engaged and aligned with organisational goals

o Employees experiencing low morale or disengagement

o Individuals or groups demonstrating resistance to change

interventions. This will include:

• Collaborative development of solutions. Interventions must be co-created with

stakeholders to ensure relevance, practicality, and organisational buy-in.

• Direct alignment to diagnostic findings and strategy. All interventions must address

identified issues related to organisational climate, employee engagement, and

change management, and align with the Turnaround Strategy.

• Focus on sustainable organisational improvement. Solutions must be implementable,

measurable, and capable of delivering long-term impact.

3.10. Implementation Plan

appointed service provider for a period of twelve (12) months. During this period, the service

provider will be required to complete the full organisational diagnostic assessment, including

the design and implementation of the diagnostic methodology, data collection, analysis,

stakeholder engagement, validation of findings, and the development of evidence-based

recommendations and interventions. In addition, the service provider will be required to

develop a comprehensive implementation roadmap informed by the diagnostic outcomes.

four (24) months, outlining how the recommended interventions will be implemented,

monitored, and sustained over time.

3.10.1. Contract Duration and Scope

• The contract for this assignment will be concluded between the NHFC and the

appointed service provider for a period of twelve (12) months.

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• The implementation period will cover the execution of the full organisational

diagnostic and the initial rollout of prioritised interventions.

• Activities undertaken during the contract period will be structured to ensure

alignment with NHFC’s strategic objectives and change priorities.

3.10.2. Execution of the Organisational Diagnostic

• Design and implementation of a robust organisational diagnostic methodology.
• Collection of qualitative and quantitative data across the organisation, including:

o Document reviews.

o Interviews and surveys.

o Workshops and stakeholder engagements.

• Comprehensive analysis of findings to identify systemic challenges, root causes,

and improvement opportunities.

• Validation of diagnostic findings through stakeholder engagement and feedback

sessions.

• Development of evidence-based recommendations aligned to organisational

needs, capacity, and strategic direction.

3.10.3. Development of the Implementation Roadmap

• Translation of diagnostic recommendations into a structured implementation plan.
• Development of a comprehensive Implementation Roadmap, supported by a

detailed Gantt chart, to guide execution during and beyond the contract

period.

• Extension of the roadmap beyond the initial twelve (12) months to a horizon of up

to twenty-four (24) month to ensure sustainability and long-term impact.

3.10.4. Prioritisation and Sequencing of Interventions

• Identification and prioritisation of recommended interventions based on impact,

urgency, and organisational readiness.

• Clear sequencing of activities over the twelve-month contract period.
• Categorisation of actions into:

o Short-term interventions (quick wins).

o Medium-term initiatives.

o Long-term transformation actions extending beyond the contract period.

• Alignment of interventions to NHFC’s strategic objectives and operational

realities.

3.11. Roles, Responsibilities, and Accountability

• Clear definition of implementation roles at executive, senior management, and

operational levels.

• Assignment of ownership for each intervention to specific individuals or

structures.

• Establishment of accountability mechanisms to support effective

decision-making and oversight.

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• Clarification of governance structures and reporting lines to ensure

coordinated implementation.

3.12. Monitoring and Evaluation Mechanisms

• Development of monitoring and evaluation frameworks aligned to the

building and skills transfer approach to ensure that NHFC is able to independently

manage, monitor, and sustain the implementation of recommended interventions beyond

the twelve (12) month contract period and throughout the full twenty-four (24) month

implementation horizon. The capacity building approach must be directly linked to the

implementation roadmap and monitoring framework, and must focus on strengthening

internal ownership, accountability, and change capability.

3.13.1. Leadership Coaching and Stakeholder Support

appointed service provider for a period of twelve (12) months.

5. Evaluation criteria

Evaluation of bids received will be conducted in three (03ProviderDiagnostic-Led) phases as

follows:

Phase 1 – Administrative Compliance Requirements: Bidders will be evaluated according to

section 3 on of this document, and Bidders that fail to meet the administrative

requirements of the bid will not be evaluated further.

Phase 2: Functionality Evaluation - Functionality comprises the written response and

presentation. Bidders will first be evaluated on the written response out of 85 points. Only

bidders who achieve a minimum score of 60 points out of 85 for the written response will

qualify and be invited to participate in the presentation component of Phase 2.

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The presentation forms part of the functionality evaluation under Phase 2 and will be evaluated

out of 15 points. The presentation will assess the bidder’s practical understanding of the

methodology submitted in the written proposal, ability to demonstrate implementation within the

and ability to respond to clarification questions. The presentation must be based on the

methodology submitted in the written proposal and may not introduce a materially different

approach.

Phase 3: Evaluation based on Price and Preference Points - Bidders must achieve a

combined minimum score of 75 points out of 100 for the written response and presentation

under Phase 2 to proceed to Price and Preference Points evaluation in accordance with the

Reference Letter organisational diagnostics, organisational climate assessments, employee 5 Points Each

engagement, and/or change management projects

NB!! The NHFC reserves the right to verify the reference letters provided. No response by the referee within 7

working days from the date of request of confirmation by the NHFC, will deem the reference letter invalid.

25 Points Section 3: Approach and Methodology

Approach (Sections grounded demonstrates with limited non-

3.1 & 3.2) diagnostic reasonable alignment to the compliance

methodology fully alignment, but scope and with

aligned to the lacks depth in insufficient requirements.

& Recommendations identifying cause analysis, weak or largely meaningful

(Sections 3.6 & 3.7) systemic, but lacks depth or descriptive root root cause

leadership, analytical cause analysis. analysis.

governance, structure.

cultural, and

operational issues,

supported by

robust root cause

analysis and

practical

recommendations

addressing

underlying drivers.

4 Points 3 Points 1 – 2 Points 0 Points

Section 4: Implementation Approach & Skills Transfer Evaluation 13 Points

Implementation 7 Comprehensive Good response Basic response Poor / NonApproach & response presents a provides a workable provides a Compliant

24-Month clear, practical, and implementation generic or high- response does

Execution Plan well-structured approach and 24- level not provide a

(Refer to implementation month roadmap, but implementation credible

Sections 3.10, approach showing lacks sufficient plan with limited implementation

3.10.3 & 3.10.4 how diagnostic depth in practical detail, approach or fails

above) findings and sequencing, weak sequencing, to present a

recommendations will prioritisation, or insufficient clear 24-month

be translated into sustainability, or focus on the 24- execution plan.

executable practical execution month execution

interventions during detail. horizon.

the 12-month contract

period and sustained

through a phased 24-

month roadmap. It

must demonstrate

prioritisation of

interventions, logical

sequencing across

short-, medium-, and

long-term horizons,

alignment to

organisational needs

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and capacity, and a

credible approach for

sustaining momentum

beyond the contract

period. The response

must also include a

detailed Gantt chart

showing activities,

timelines, milestones,

sequencing, and

dependencies for

implementation.

6 – 7 Points 4 – 5 Points 1 – 3 Points 0 Points

Governance, 3 Comprehensive Good response Basic response Poor / NonAccountability response clearly addresses makes only Compliant

& Monitoring defines governance governance and limited reference response does

(Refer to NHFC to detail on sustainable capacity-building

Sections 3.13 & independently sustainability, capacity-building approach.

3.14 above) manage, monitor, and internal ownership, approach.

sustain or long-term

implementation over monitoring

the full 24-month capability.

period. It must include

the transfer of tools,

templates,

frameworks, reporting

methods, and as-is

documentation;

coaching or support to

key stakeholders; and

the capacitation of

internal owners,

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champions, or change

agents to embed and

sustain the work

beyond the service

provider’s

involvement.

3 Points 2 Points 1 Point 0 Points

TOTAL 85 Points

Minimum Threshold 60 Points

Methodology 4 Points Presentation clearly Presentation Presentation Presentation does

and Approach demonstrates a practical addresses the provides a not demonstrate a

and well-structured methodology generic or high- credible

methodology aligned to adequately, but level methodology

the scope of work, lacks sufficient methodology aligned to the

including data collection, depth, with limited scope of work.

stakeholder structure, or detail.

engagement, diagnostic clarity in some

analysis, and root cause areas.

identification.

4 Points 3 Points 1 - 2 Points 0 Points

Implementation 6 Points Presentation clearly Presentation Presentation Presentation does

findings will be a workable level credible

translated into a implementation implementation implementation

practical implementation plan, but lacks discussion with plan.

plan, supported by a 24- detail in some limited practical

month roadmap and areas such as detail.

detailed Gantt chart. It sequencing,

clearly addresses milestones,

sequencing, milestones, Gantt chart, or

responsibilities, monitoring.

monitoring, and

sustainability.

5 - 6 Points 3 - 4 Points 1 Points 0 Points

Skills Transfer 5 Points Presentation clearly Presentation Presentation Presentation does

and demonstrates a includes skills refers to skills not demonstrate a

plan, including transfer elements, but general terms transfer and

of tools, templates, lacks enough with limited sustainability

reporting methods, as-is detail on practical detail. approach.

documentation, and sustainability,

internal capacity building internal

to enable NHFC to capacity, or

sustain implementation documentation.

and monitoring beyond

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the contract period.

5 - 6 Points 3 - 4 Points 1 Points 0 Points

Presentation Total 15 points

Minimum combined threshold for written response and presentation 75 Points

Combined Total 100 points

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Phase 3 – Price and Preference Evaluation

Bidders who achieve the minimum combined threshold of 75 points out of 100 under functionality

phase 2 will be further evaluated in terms of Price and Preference Points. As per the table below,

price is evaluated over 80 points and preference points over 20:

1 Price 80 points

2 Specific Goals 20 points

Specific Goal Proof Points Allocation

1 South African citizen who had no franchise in

• Company Registration 7

national elections prior to the introduction of Certification (CIPC)

the Constitution of the Republic of South

• Certified identification

Africa, 1983 (Act ) or the documentation of company

provided by the Service Provider’s clients must include the following details:

• Company Name
• Company Letterhead
• Contact Person and contact details
• Clear description of the services rendered, specifically indicating work related to organisational diagnostics, employee engagement, organisational climate, and/or change management
• The reference letters must not be older than ten (10) years (from July 2016)
• The letter must be signed by the referee

• Definition of key performance indicators (KPIs) and success metrics for each

intervention.

• Establishment of progress-tracking tools and reporting mechanisms.
• Regular performance reviews to assess effectiveness, identify risks, and

recommend corrective actions where required.

3.13. Capacity Building and Skills Transfer

leadership and key stakeholders to enable effective sponsorship and oversight of

implementation activities throughout the 24months period. This will include:

• Coaching and advisory support for executive management and senior

management to enable effective leadership of implementation and

transformation initiatives.

• Strengthening leadership capability to drive prioritised interventions, manage

implementation risks, and sustain momentum beyond the contract period.

• Supporting leaders to manage resistance to change, embed new practices,

reinforce accountability, and oversee progress against implementation

milestones.

• Enabling leaders to effectively use monitoring and reporting tools to track

progress and take corrective action where required.

3.13.2. Development of Internal Change Management Capability

The service provider must build NHFC’s internal capability to manage and sustain

implementation activities over the medium to long term. This will include:

• Developing NHFC’s internal capacity to manage and coordinate organisational

change and implementation initiatives beyond the service provider’s

engagement.

• Introduction and transfer of practical change management and implementation

tools, frameworks, and methodologies aligned to the implementation roadmap.

• Empowerment of designated internal champions and change agents to support

implementation, monitoring, and stakeholder engagement across the

organisation.

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• Enabling internal teams to manage dependencies, sequencing, and risks

associated with medium‐ and long‐term interventions.

3.14. Structured Skills Transfer and Sustainability

and methodologies to enable NHFC to independently monitor and sustain implementation

over the full twenty‐four (24) month horizon. This will include:

• Structured transfer of implementation tools, templates, frameworks, and monitoring

mechanisms to nominated NHFC personnel.

• Embedding of implementation, monitoring, and reporting practices within NHFC’s

existing governance structures, systems, and processes.

• Enabling NHFC internal teams to track progress against the 24‐month

implementation roadmap, assess performance against defined milestones, and

identify risks and corrective actions.

• Ensuring that NHFC is capacitated to continue implementation, monitoring,

reporting, and refinement of interventions beyond the contract period without

reliance on the service provider.

3.15. Reporting and Final Outputs

(Refer to lines, roles and adequately, but monitoring and governance,

Sections 3.11 & responsibilities, lacks sufficient provides minimal accountability, or

3.12 above) accountability clarity on operational detail. monitoring in a

mechanisms, and accountability, meaningful way.

monitoring processes reporting structures,

for implementation. It risk tracking, or

must show how corrective

progress, risks, mechanisms.

dependencies, and

corrective actions will

be tracked and

managed during the

contract period and

beyond.

3 Points 2 Points 1 Point 0 Points

Skills Transfer, 3 Comprehensive Good response Basic response Poor / NonCapacity response presents a includes skills refers to skills Compliant

a) SBD 3.3: Pricing Schedule is mandatory and must be submitted as part of the bid

response. Bidders who fail to submit SBD 3.3 will be disqualified. Where a bidder

does not complete the pricing schedule provided in SBD 3.3, the bidder must submit

a separate pricing schedule that aligns with NHFC’s requirements and must sign SBD

3.3 as an acknowledgement of the pricing requirements.

3. Administrative compliance requirements

a) Submission of the following Signed and Completed Standard Bid Documents (SBD)

Forms

• SBD 1: Bidders' Information
• SBD 4: Bidders Disclosure
• SBD 6.1: Preference Points Claim Form in terms of preferential procurement
• SBD 7.2: Contract of Rendering of Services

b) Tax Compliance Status Pin (TCS Pin);

c) Copy of Valid B-BBEE Certificate/ Sworn Affidavit (B-BBEE certificate issued by a

SANAS accredited agency and the Sworn Affidavit signed by a commissioner of

oaths and deponents);

d) Proof of Company Registration;

e) Identity Documents for All Directors;

f) Current Copy of Central Supplier Database (CSD) Report;

g) Signed or initial General Conditions of Contract (GCC);

h) Protection of personal information Consent form

i) Consent For Credit and World Checks (form 1,2,3,4)

.

NB: if the bidder failed to comply with any of the Administrative Compliance Requirements,

or if the NHFC is unable to verify whether the Administrative Compliance Requirements

are met, then the NHFC reserves the right to:

• The bid is accepted for evaluation on condition that the bidder submits, within

seven (7) working days for the date of correspondence, all outstanding

supplementary information required to achieve full compliance with the

Administrative Compliance Requirements. The submitted information must be

clear, concise, and directly address the specified criteria. Failure to submit the

required information within the stipulated timeframe will result in the bid not being

evaluated further.

All forms, annexures and addendums shall be signed and completed and returned with the Bid

Document as a whole. The lowest Bid will not necessarily be accepted.

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4. Bid document

a) The bid document must be completed in all respects in non-erasable ink.

b) Bids must be submitted on original bid documents.

c) Bid documents must remain intact and no portion may be detached.

5. Period of validity for bids and withdrawal of bid after closing

Date

All Bids must remain valid for a period of 120 days from the closing date as

stipulated in the Bid document.

6. Value added tax

In calculating the cost of the supply and delivery of services and / or materials, the

supplier will issue a “Tax Invoice” for all services rendered and / or materials

supplied, which will reflect the exclusive cost of such services, goods or materials

with the relevant Value Added Tax being added to the total. VAT must be included

in the Bid price but must be shown separately.

7. Authority to sign bid documents

In the case of a Bid being submitted on behalf of a company, close corporation, or

partnership, evidence must be submitted to the Employer at the time of submission

of the Bid that the Bid has been signed by persons properly authorised thereto by

resolution of the directors or under the articles of the entity.

8. Submitting of bids

Bids must be submitted in sealed envelopes clearly marked Appointment Of Qualified Service

Providers To Conduct A Comprehensive Diagnostic Assessment Of Its Organisational

Culture, Climate, Employee Engagement And Change Management Practices, Including

Any Other Related Organisational Issues That Can Be Identified During The Diagnostic

Phase Of The Process For The National Housing Finance Corporation Soc Limited (NHFC).

The Bid must be deposited in the bid box during normal office hours viz. 08:30 – 16:30 Mondays

to Fridays at the below address:

90 Grayston Drive

5th Floor 90 Grayston Building

Sandton

9. Closing date and time

The bid should be submitted to the above address no later than 11:00 a.m. on 14 August 2026.

No late bids will be accepted or considered.

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10. Bid enquiries

Please refer all enquiries to the below mentioned persons for assistance during normal office

hours viz. 08:30 – 16:30 Mondays to Fridays.

(Professional Services)

Name of bidder............................................................BID NO: BM02/07/2026

CLOSING TIME 11:00 CLOSING DATE: 14 August 2026

Offer to be valid for 120 days from the closing date of bid.

Bidders must provide their pricing breakdown for the duration of the

Contract.

Item description bid price in RSA currency

No**(all applicable taxes included)

1. The accompanying information must be used for the formulation of proposals.

2. Bidders are required to indicate a ceiling price based on the total estimated time for completion

of all phases and including all expenses, inclusive of all applicable taxes for the project.

R.......................................................................

Item Description of services Total Cost (Excluding

No. VAT)

1 Diagnostic Design & Strategic Alignment

2 Data Collection and Stakeholder Engagement Plan

3 Assessment Depth (Climate, engagement, change

management and emerging issues)

4 Validation co-creation and reporting outputs

5 Implementation approach

Total amount (excluding VAT)

Total amount (including VAT) if applicable

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Sbd 4

Bidder’s disclosure

1. Purpose of the form

Any person (natural or juristic) may make an offer or offers in terms of this invitation to bid. In

line with the principles of transparency, accountability, impartiality, and ethics as enshrined

in the Constitution of the Republic of South Africa and further expressed in various pieces of

legislation, it is required for the bidder to make this declaration in respect of the details

required hereunder.

Where a person/s are listed in the Register for Tender Defaulters and / or the List of Restricted

Suppliers, that person will automatically be disqualified from the bid process.

2. Bidder’s declaration

2.1 Is the bidder, or any of its directors / trustees / shareholders / members / partners or any

person having a controlling interest1 in the enterprise,

employed by the state? YES/NO

2.1.1 If so, furnish particulars of the names, individual identity numbers, and, if applicable, state

employee numbers of sole proprietor/ directors / trustees / shareholders / members/ partners

or any person having a controlling interest in the enterprise, in table below.

Full Name Identity Number Name of State

institution

2.2 Do you, or any person connected with the bidder, have a relationship with any person who is

employed by the procuring institution? YES/NO

2.2.1 If so, furnish particulars:

................................................................................................

................................................................................................

2.3 Does the bidder or any of its directors / trustees / shareholders / members / partners or any

person having a controlling interest in the enterprise have any interest in any other related

enterprise whether or not they are bidding for this contract? YES/NO

2.3.1 If so, furnish particulars:

........................................................................................

........................................................................................

1 the power, by one person or a group of persons holding the majority of the equity of an enterprise, alternatively, the person/s having

the deciding vote or power to influence or to direct the course and decisions of the enterprise.

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Annexure 1 Tax Compliance Status Pin

Annexure 2 Copies of Company Registration Documents

Annexure 3 Copy of Valid B-BBEE certificate or Sworn Affidavit.

Annexure 4 Current Central Supplier Database Report Copy

Annexure 5 SBD 1: Invitation to Bid

Annexure 6 SDB 3.3: Pricing Schedule

Annexure 7 SBD 4: Bidder’s Disclosure

Annexure 8 SBD 6.1: Preference Point Claim Form in Terms of

Preferential Procurement Regulations 2017

Annexure 9 SBD 7.2 Contract Form Rendering of Services

Annexure 10 Resolution to Sign

Annexure 11 Signed or Initialled General Conditions of Contract

(Gcc)

Annexure 12 Identity Documents of Directors

Annexure 13 One (1) original hard copy and a soft copy of the

RFP (USB) must be submitted in a sealed

envelope, appropriately addressed.

Annexure 14 Protection of Personal Information Consent Form

Annexure 15 Consent For Credit and World Checks (Form

1,2,3,4)

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Part 1: tendering procedure

Tender Conditions Invitation to bid (SBD 1) .................................................................. 6

Invitation to bid (SBD 1) ................................................................................................ 6

Terms of Reference .................................................................................................... 11

Part 2: returnable documents

SBD 3.3 Pricing Schedule..............................................................................33

SBD 4 Bidder’s Disclosure .......................................................................................... 38

SBD 6.1 Preference Points claim form ........................................................................ 41

SBD 7.2 Contract Form – Rendering of Services ........................................................ 47

Resolution to sign ....................................................................................................... 49

Protection of personal information Consent form.................................................50

Consent For Credit and World Checks..............................................................52

Part 3: the contract

General Conditions of Contract ................................................................................... 58

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unincorporated.

(b) The word “Employer” in these conditions shall mean the NHFC.

2. Pricing schedule

a) SBD 3.3: Pricing Schedule is mandatory and must be submitted as part of the bid

response. Bidders who fail to submit SBD 3.3 will be disqualified. Where a bidder

does not complete the pricing schedule provided in SBD 3.3, the bidder must submit

a separate pricing schedule that aligns with NHFC’s requirements and must sign SBD

3.3 as an acknowledgement of the pricing requirements.

market through a network of clients that include social housing institutions, property developers

and investors, contractors as well as non-banking financial retail intermediaries. In addition, it

facilitates national implementation of a housing subsidy programme on behalf of the Department

of Human Settlements which is focused on providing a subsidy for aspiring first time homeowners,

known as the First Home Finance Programme. The entity also provides programme management

services to augment capacity of provincial and local government in the implementation of various

housing programmes. The company operates nationally mostly through intermediaries operating

in the four (4) main financing channels, namely, the residential developer financing channel, the

Social Housing institution /Other Delivery Agents (ODAs) financing channel, the contractor

financing channel as well as the incremental housing intermediary financing channel. In addition

to providing loans to its intermediary partners, the company also provides other forms of funding

in the form of strategic investments such as equity and quasi equity to certain niche businesses

in the affordable housing value chain.

Assessment (Section readiness, elements but lacks limited management

3.5) leadership contextual depth consideration of or readiness

alignment, or practical readiness, assessment.

communication application. resistance, or

effectiveness, organisational

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employee buy-in, context.

resistance factors,

and NHFC-specific

organisational

changes, including

merger history and

hybrid work

environment.

5 Points 3–4 Points 1–2 Points 0 Points

5. Identification of 4 Demonstrates a Identifies key Provides limited Fails to identify

• CSD report/ CSD registration

(Minimum >50% ownership or more) number (MAAA number)

2 Woman Ownership >50%

• Company Registration 8

Certification (CIPC)

• Certified identification

documentation of company

director/s

• CSD report/ CSD registration

number (MAAA number)

3 Disabled Ownership >50%

• Company Registration 1

Certification (CIPC)

• Certified identification

documentation of company

director/s

• CSD report/ CSD registration

number (MAAA number)

• Certified medical certificate from

a registered medical practitioner

4 Military veteran Ownership >50%

• Company Registration 1

Certification (CIPC)

• Certified identification

documentation of company

director/s

• CSD report/ CSD registration

number (MAAA number)

• A verifiable letter from an

authorised body/entity certifying

the military status of the claimant

(bidder).

5 Youth Ownership >50%

• Company Registration 3

Certification (CIPC)

• Certified identification

documentation of company

director/s

• CSD report/ CSD registration

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number (MAAA number)

Sbd 3.3

Pricing schedule

(Professional Services)

Name of bidder............................................................BID NO: BM02/07/2026

CLOSING TIME 11:00 CLOSING DATE: 14 August 2026

Offer to be valid for 120 days from the closing date of bid.

Yes No Yes No [A B-BBEE STATUS LEVEL VERIFICATION CERTIFICATE/ SWORN AFFIDAVIT (FOR EMES & QSEs) MUST BE SUBMITTED IN ORDER TO QUALIFY FOR PREFERENCE POINTS FOR B-BBEE] ARE YOU THE ACCREDITED ARE YOU A FOREIGN REPRESENTATIVE IN BASED SUPPLIER FOR SOUTH AFRICA FOR Yes No THE GOODS /SERVICES THE GOODS Yes No /WORKS OFFERED? /SERVICES /WORKS [IF YES, ANSWER THE OFFERED? [IF YES ENCLOSE PROOF] QUESTIONNAIRE BELOW] QUESTIONNAIRE TO BIDDING FOREIGN SUPPLIERS IS THE ENTITY A RESIDENT OF THE REPUBLIC OF SOUTH AFRICA (RSA)? YES NO DOES THE ENTITY HAVE A BRANCH IN THE RSA? YES NO DOES THE ENTITY HAVE PERMANENT ESTABLISHMENT IN THE RSA? YES NO DOES THE ENTITY HAVE ANY SOURCE OF INCOME IN THE RSA? YES NO of 63 IS THE ENTITY LIABLE IN THE RSA FOR ANY FORM OF TAXATION? YES NO IF THE ANSWER IS “NO” TO ALL OF THE ABOVE, THEN IT IS NOT A REQUIREMENT TO REGISTER FOR A TAX COMPLIANCE STATUS SYSTEM PIN CODE FROM THE SOUTH AFRICAN REVENUE SERVICE (SARS) AND IF NOT REGISTER AS PER 2.3 BELOW. PART B TERMS AND CONDITIONS FOR BIDDING

Bid submission: 1.1. Bids must be delivered by the stipulated date and time to the correct address. Late bids will not be accepted for consideration. 1.2. All bids must be submitted on the official forms provided– (not to be re-typed) or in the manner prescribed in the bid document. 1.3. This bid is subject to the preferential procurement policy framework act, 2000 and the preferential procurement regulations, 2022, the general conditions of contract (gcc) and, if applicable, any other special conditions of contract. 1.4. The successful bidder will be required to fill in and sign a written contract form (sbd7).

TAX COMPLIANCE REQUIREMENTS 2.1 BIDDERS MUST ENSURE COMPLIANCE WITH THEIR TAX OBLIGATIONS. 2.2 BIDDERS ARE REQUIRED TO SUBMIT THEIR UNIQUE PERSONAL IDENTIFICATION NUMBER (PIN) ISSUED BY SARS TO ENABLE THE ORGAN OF STATE TO VERIFY THE TAXPAYER’S PROFILE AND TAX STATUS. 2.3 APPLICATION FOR TAX COMPLIANCE STATUS (TCS) PIN MAY BE MADE VIA E-FILING THROUGH THE SARS WEBSITE WWW.SARS.GOV.ZA. 2.4 BIDDERS MAY ALSO SUBMIT A PRINTED TCS CERTIFICATE TOGETHER WITH THE BID. 2.5 IN BIDS WHERE CONSORTIA / JOINT VENTURES / SUB-CONTRACTORS ARE INVOLVED; EACH PARTY MUST SUBMIT A SEPARATE TCS CERTIFICATE / PIN / CSD NUMBER. 2.6 WHERE NO TCS PIN IS AVAILABLE BUT THE BIDDER IS REGISTERED ON THE CENTRAL SUPPLIER DATABASE (CSD), A CSD NUMBER MUST BE PROVIDED. 2.7 NO BIDS WILL BE CONSIDERED FROM PERSONS IN THE SERVICE OF THE STATE, COMPANIES WITH DIRECTORS WHO ARE PERSONS IN THE SERVICE OF THE STATE, OR CLOSE CORPORATIONS WITH MEMBERS PERSONS IN THE SERVICE OF THE STATE.” NB: FAILURE TO PROVIDE / OR COMPLY WITH ANY OF THE ABOVE PARTICULARS MAY RENDER THE BID INVALID. SIGNATURE OF BIDDER: ................................................... CAPACITY UNDER WHICH THIS BID IS SIGNED: ................................................... (Proof of authority must be submitted e.g., company resolution) DATE: ................................................... of 63 TENDER CONDITIONS

DEFINITIONS (a) The word “Bidder” in these conditions shall mean and include any firm of Contractors, Suppliers, Service Providers or any company or body incorporated or unincorporated. (b) The word “Employer” in these conditions shall mean the NHFC.

B-BBEE Minimum Level: 9

Points Allocation: 75 points

B-BBEE Details: idder’s Authorised Signatory:

Initials and Surname: ________________________

Signature: ________________________

Bid document checklist

The contents of the BID document must be as follows, and numbered as per the numbering below,

with each schedule punched, placed in a file and separated from the next schedule with a file divider.

Please complete the checklist below to verify your submission of the relevant documents:

Schedules Description Submitted – Indicate

YES or NO

Annexure 1 Tax Compliance Status Pin

Annexure 2 Copies of Company Registration Documents

Annexure 3 Copy of Valid B-BBEE certificate or Sworn Affidavit.

Annexure 4 Current Central Supplier Database Report Copy

Annexure 5 SBD 1: Invitation to Bid

Annexure 6 SDB 3.3: Pricing Schedule

Annexure 7 SBD 4: Bidder’s Disclosure

Annexure 8 SBD 6.1: Preference Point Claim Form in Terms of

Preferential Procurement Regulations 2017

Annexure 9 SBD 7.2 Contract Form Rendering of Services

Annexure 10 Resolution to Sign

Annexure 11 Signed or Initialled General Conditions of Contract

(Gcc)

Annexure 12 Identity Documents of Directors

Annexure 13 One (1) original hard copy and a soft copy of the

RFP (USB) must be submitted in a sealed

envelope, appropriately addressed.

Annexure 14 Protection of Personal Information Consent Form

Annexure 15 Consent For Credit and World Checks (Form

1,2,3,4)

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Table of contents

Part 1: tendering procedure

Tender Conditions Invitation to bid (SBD 1) .................................................................. 6

Invitation to bid (SBD 1) ................................................................................................ 6

Terms of Reference .........................................................................................

OR STATUS SYSTEM PIN: DATABASE No: MAAA B-BBEE STATUS TICK APPLICABLE BOX] B-BBEE STATUS LEVEL [TICK APPLICABLE BOX]

a) Who the managing member will be?

b) Who the signatory of authority will be?

c) How the joint venture/consortium share of profit will be split.

d) The bank account details where payments will be deposited into.

e) The agreement must be signed by all parties.

f) The agreement must be certified by a Commissioner of Oaths.

g) The postal and physical address where all correspondence will be sent to.

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Terms of reference

1. Introduction

The NHFC, is a public entity listed as a Schedule 3A of the Public Finance Management Act

(PFMA) of 1999 (as amended). The entity was established by the National Department of Human

Settlements (NDOHS) as a development finance institution (DFI) in 1996, with the mandate of

broadening access to affordable housing for the low- and middle-income households. NHFC as

a national public entity adheres to the regulatory framework of the Public Finance Management

Act (PFMA) of 1999.

I, the undersigned, (name)............................................................................... in

submitting the accompanying bid, do hereby make the following statements that I certify to

be true and complete in every respect:

3.1 I have read, and I understand the contents of this disclosure;

3.2 I understand that the accompanying bid will be disqualified if this disclosure is found not to

be true and complete in every respect.

3.3 The bidder has arrived at the accompanying bid independently from, and without

consultation, communication, agreement or arrangement with any competitor. However,

communication between partners in a joint venture or consortium2 will not be construed as

collusive bidding.

3.4 In addition, there have been no consultations, communications, agreements or arrangements

with any competitor regarding the quality, quantity, specifications, prices, including methods,

factors or formulas used to calculate prices, market allocation, the intention or decision to

submit or not to submit the bid, bidding with the intention not to win the bid and conditions or

delivery particulars of the products or services to which this bid invitation relates.

3.4 The terms of the accompanying bid have not been, and will not be, disclosed by the bidder,

directly or indirectly, to any competitor, prior to the date and time of the official bid opening

or of the awarding of the contract.

3.5 There have been no consultations, communications, agreements or arrangements made by

the bidder with any official of the procuring institution in relation to this procurement process

prior to and during the bidding process except to provide clarification on the bid submitted

where so required by the institution; and the bidder was not involved in the drafting of the

specifications or terms of reference for this bid.

3.6 I am aware that, in addition and without prejudice to any other remedy provided to combat

any restrictive practices related to bids and contracts, bids that are suspicious will be reported

to the Competition Commission for investigation and possible imposition of administrative

penalties in terms of section 59 of the Competition Act No and or may be reported

to the National Prosecuting Authority (NPA) for criminal investigation and or may be restricted

from conducting business with the public sector for a period not exceeding ten (10) years in

terms of the Prevention and Combating of Corrupt Activities Act No or any other

applicable legislation.

I CERTIFY THAT THE INFORMATION FURNISHED IN PARAGRAPHS 1, 2 and 3 ABOVE

(Sections 3.3 & 3.8) interviews, focus lacks detail on limited validation provided.

groups, document inclusivity, activities or

reviews, segmentation, organisational

stakeholder confidentiality, or coverage.

validation stakeholder

workshops, feedback

presentations, processes.

confidentiality

measures,

segmentation, and

broad stakeholder

participation

across NHFC.

5 Points 3–4 Points 1–2 Points 0 Points

3. Organisational 5 Demonstrates a Adequately Provides a Fails to

NB: All submissions (bid documents) must be in the name of the service provider.

Evaluation of bids received will be conducted in three (03ProviderDiagnostic-Led) phases as

follows:

Phase 1 – Administrative Compliance Requirements: Bidders will be evaluated according to

section 3 on of this document, and Bidders that fail to meet the administrative

requirements of the bid will not be evaluated further.

Phase 2: Functionality Evaluation - Functionality comprises the written response and

presentation. Bidders will first be evaluated on the written response out of 85 points. Only

bidders who achieve a minimum score of 60 points out of 85 for the written response will

qualify and be invited to participate in the presentation component of Phase 2.

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The presentation forms part of the functionality evaluation under Phase 2 and will be evaluated

out of 15 points. The presentation will assess the bidder’s practical understanding of the

methodology submitted in the written proposal, ability to demonstrate implementation within the

NHFC environment, approach to risks, governance, timelines and stakeholder management,

and ability to respond to clarification questions. The presentation must be based on the

methodology submitted in the written proposal and may not introduce a materially different

approach.

Phase 3: Evaluation based on Price and Preference Points - Bidders must achieve a

combined minimum score of 75 points out of 100 for the written response and presentation

under Phase 2 to proceed to Price and Preference Points evaluation in accordance with the

Preferential Procurement Framework Act.

Criteria Sub-category Points

Section 1: Experience and Expertise of Key Personnel

The team members to execute this project must have academic qualifications in appropriate disciplines,

as stated below and relevant experience in conducting organisational diagnostics projects in public and

private sector entities

Nb:

• CVs must include clear start and end dates, roles performed, and the scope of work

undertaken

• The information provided must adequately substantiate the number of years of

experience claimed

• The proposed personnel CVs and their respective roles in the project must be clearly

stated. Failure to do so will result in a score of zero. Only the CVs required below will be 27 Points

scored, any CVs submitted beyond this limit will not be evaluated or scored.

• The Roles of all the Key Personnel, as listed below, need to be clearly identified. Failure to do

so, this section will not be scored and will be allocated a score of zero

Resource Name CV attached with

qualifications (Y/N)

Lead Research Specialist

Change Management

Specialist

Section 1.1: Lead Research Specialist 17 Points

Qualification 5 Points

A Minimum of a Master’s degree (NQF Level 9) or equivalent or higher in a relevant

field such as:

• Organisational and Industrial Psychology
• Human Resource Management
• Business Administration

Qualification Points

Master's Degree (NQF Level 9) 3 Points

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PhD (NQF Level 10) or Equivalent 5 Points

Lead Research Specialist Experience 12 Points

The CV should demonstrate relevant experience in leading and delivering

organisational diagnostic projects:

• A minimum of four (4) years’ relevant experience is required. Experience may

be obtained from either the public or private sector.

• Failure to demonstrate the minimum required four (4) years’ experience in the

implementation of the required services will result in a score of zero, and

Section 1.1 will not be scored further.

Years of Experience Points

10 Years and Above 12 Points

7 – 9 Years 8 Points

4 – 6 Years 4 Points

0 – 3 Years or no 0 Points