Community participation and development services for township action plan in kwanonqaba, mossel bay

1.1. Service providers with the relevant expertise and experience are herewith

invited to submit bids to provide broad community participation and

community development services, including undertaking household and

business surveys, to support the preparation of a pilot Township Action

Plan for a township area known as KwaNonqaba in Mossel Bay.

1.2. The appointed service provider will work with an established Technical

Working Group (TWG) comprising the Western Cape Provincial

Government, Mossel Bay Municipality, and the Western Cape Economic

Development Partnership, as well as other service providers as may be

appointed. The service provider will be required to establish and maintain

a presence in the study area for a period of 8 to 12 months and work

closely with stakeholders in the development of a Township Action Plan.

2.1. The Western Cape Government (WCG) has established the Growth for

Jobs strategy (G4J) and the Growth for Jobs 5-Year Implementation Plan:

2025 to 2030 (May 2025). The development of Township Action Plans is a

component of the flagship intervention of developing a Township

Economic Growth Strategy, Actions Plans and Frameworks located under

Priority Focus Area 7: Improved Access to Economic Opportunities of the

G4J Implementation Plan.

2.2. Decades of spatial exclusion and socio-economic marginalisation have

left township communities systematically disconnected from the

mainstream economy. To address this challenge, the Department of

Environmental Affairs and Development Planning (DEA&DP), the

Department of Economic Development and Tourism (DEDAT), and the

Western Cape Economic Development Partnership (WCEDP), are

working together to pilot two Township Action Plans (TAPs) in the province.

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The pilot TAPs aim to develop an approach that will promote long-term

systematic change and deliver more vibrant and resilient township

economies.

2.3. A study area in Mossel Bay has been selected for the first pilot TAP and a

Technical Working Group (TWG), comprising officials from Mossel Bay

Municipality (MBM), DEA&DP, DEDAT and WCEDP, has been established.

Through participatory planning, locally grounded analysis, and inclusive

governance, the project aims to co-create actionable and bankable

interventions that reflect community priorities while aligning with

provincial and local economic development strategies.

3. Expertise required

3.1. The project requires a competent and experienced community

development and participatory planning team with the following

expertise:

a) Community Development and Participatory Planning

• Proven experience in designing and delivering participatory

planning and community development processes in township

and informal settlement environments.

• Application of asset-based community development and

inclusive engagement methodologies.

• Experience in strengthening civil society participation in

development processes.

b) Stakeholder Engagement and Facilitation

• Strong stakeholder engagement and stakeholder management

capabilities across diverse groups, including government, civil

society, and the private sector.

• Demonstrated ability to facilitate inclusive processes and

navigate complex social and political environments.

• Excellent interpersonal and communication skills, including

proficiency in English, Afrikaans, and isiXhosa.

c) Research, Surveys and Data Management

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• Proven experience in designing and implementing household

and business surveys in similar contexts.

• Strong capabilities in data management, analysis, and synthesis

to support evidence-based planning.

d) Strategic and Analytical Capability

• Strong strategic thinking and analytical skills to translate

community insights into credible and implementable strategies.

• Ability to work within multi-disciplinary teams to support integrated

planning processes.

e) Project Delivery and Local Presence

• Capacity to deploy resources and maintain a presence in the

study area for the project duration.

• Strong project management and reporting capabilities.

f) Policy and Institutional Knowledge

• Familiarity with municipal planning systems, economic

development policy, and the Western Cape Government's

Growth for Jobs (G4J) framework.

4. Work package objectives

4.1. To design and deliver an inclusive, participatory planning process that

meaningfully engages a diverse range of stakeholders and reflects

community perspectives, priorities, and lived experiences.

4.2. To build a robust understanding of the township economy and

community context through stakeholder engagement, asset mapping,

and the implementation of household and business surveys.

4.3. To establish and manage effective stakeholder engagement and

communication systems, including a compliant stakeholder database

and appropriate communication tools, to support participation

throughout the project lifecycle.

4.4. To facilitate a collaborative co-design process with stakeholders and

project partners to inform a shared vision, strategy, and implementation

framework for the Township Action Plan.

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4.5. To support the development of a practical and inclusive governance

framework to guide the implementation and long-term sustainability of

the Township Action Plan.

4.6. To consolidate insights and outcomes from the process into a final report

that profiles the community and township economy and makes

recommendations on implementation and future township action

planning.

5. Study area

5.1. The primary study area is defined by the boundary in the map below. The

area covers all of wards 1, 2, 3 and 15, and roughly half of Ward 13, and

contains an approximate population of 33 053 people.1

Figure 1: Project Study Area

6. Approach applied to the project

6.1. The project will be grounded in participatory and co-production

principles that combine capacity strengthening, partnership building and

information gathering to ensure a Township Action Plan that is

1 Based on GTI Population Data (2025)

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contextually informed, inclusive and shaped by those who live and work

in the community.

6.2. Similarly, the project will follow a whole-of-society approach, ensuring

collaboration and partnership building between the municipality,

provincial government, local organisations, businesses and community

stakeholders to jointly frame priorities and solutions and drive

implementation.

6.3. Being focused in a specific geographical area and targeting

interventions with a view to transformative, medium to longer term

outcomes, the project has many characteristics of an area-based

approach.

6.4. Embedded community engagement in the township setting to build

relationships, understand local dynamics, and discover lived experiences

that inform formal planning processes.

6.5. Adaptive action, informed by iterative learning and reflection, allowing

emerging insights from the field to shape and refine the direction of the

TAP as understanding deepens.

6.6. Data-informed decision-making, combining participatory methods with

structured research and analysis to ensure both qualitative and

quantitative evidence underpin recommendations.

6.7. Capacity development and ownership, equipping local role-players and

actors with skills and tools that strengthen their ongoing participation in

local economic development beyond the lifespan of the project.

7. Proposed methodology

7.1. To give practical effect to this approach, the Community Development

Practitioner will employ a range of complementary qualitative and

quantitative methods, coordinated under strong oversight by the TWG to

ensure quality and consistency across all activities. The main components

of the methodology should include:

7.1.1. Stakeholder Mapping and Identification – Developing a

comprehensive database of relevant stakeholders across

government, civil society, business, and community structures.

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7.1.2. Key Informant Interviews – Conducting semi-structured interviews

with municipal officials, business owners, NGOs, and community

leaders to uncover system-level insights.

7.1.3. Focus Groups – Facilitating targeted discussions with youth, women,

informal traders, and other key groups to capture perceptions and

lived experiences.

7.1.4. Asset-Based Community Mapping – Working directly with residents

to identify and map community assets such as local enterprises,

skills, networks, and infrastructure.

7.1.5. Surveys – Surveys will gather quantitative information on livelihoods,

employment, service access, and local market activity, forming a

robust evidence base for the TAP.

7.1.6. Community Co-Design and Visioning Sessions – Hosting

participatory workshops in accessible locations where residents and

stakeholders collaboratively define a shared vision and guiding

priorities for township development.

8.1. The project requires the service provider to render a suite of services

across the full project lifecycle, in accordance with the following project

stages:

A- Inception

B- Situational Analysis,

C- Township Action Plan

8.2. A – Inception:

8.2.1. An inception stage provides opportunity for the service provider to

on-board with the established TWG and to confirm roles,

responsibilities, methodology, timeframes, as well as contractual

matters related to deliverables and expected payment schedules,

etc.

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8.2.2. Importantly, this stage provides opportunity to formalise a

stakeholder consultation plan, based on an initial stakeholder

mapping process (noting the stakeholder base will expand during

the course of the project) and to clarify methodologies, ethics and

protocols to be applied throughout the consultation process.

8.2.3. The service provider will submit an inception report with a well-

developed and coherent project methodology and execution plan

to be agreed between the service provider, DEA&DP’s project

manager and the TWG.

8.3. B - Situational Analysis

8.3.1. The project will start with activities to build a comprehensive profile

of the study area by analysing available data and undertaking

stakeholder engagement and local surveys to gather additional

data and insights.

8.3.2. The service provider will play a key role in this stage by undertaking

the following tasks:

a) Advanced Stakeholder Mapping: Stakeholder mapping will continue

in this stage with the objective of building a comprehensive

database of stakeholders across government, civil society, business,

and community structures and to confirm interests, levels of

influence, and roles in the development and implementation of the

TAP. The service provider will be responsible for managing the

stakeholder database through the duration of the project.

b) One-on-One Key Informant Interviews: Following the stakeholder

mapping, the service provider will conduct semi-structured interviews

with selected municipal officials, business owners, NGOs, and

community leaders to uncover insights about systemic barriers,

opportunities, and ongoing initiatives. The service provider will play a

key role at this stage in building trust, identifying local economic

participants and building partnerships. The objectives and design of

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key informant interviews will be workshopped with the TWG before

they are conducted. All interviews are to be carefully recorded and

shared with the TWG.

c) Focus Group Engagements: The service provider will facilitate

targeted discussions to capture perceptions, lived experiences,

aspirations, need, and priorities for local development. These sessions

will not just focus on economic categories, or sectors, but must also

effectively target youth, women, and other vulnerable grouping to

obtain insights into community needs, aspirations, vulnerabilities and

challenges. These sessions will also provide opportunity to identify

and map community assets such as infrastructure, local enterprises,

social networks, and cultural resources. The service provider will lead

these engagements but will consult with the TWG in preparing for

them. All proceedings and outcomes are to be documented and

shared with the TWG.

d) Household and Business Surveys: The service provider will be

responsible for the final design and execution of household and

business surveys required to gather quantitative data on livelihoods,

employment patterns, service access, and market activity (amongst

other data). This process will include enumerator training, field

coordination, data capture, data validation etc (i.e., all steps to plan

and implement effective surveys). The delivered business census

dataset must be georeferenced (i.e., include latitude and longitude

attribute fields). On the completion of surveys, the service provider

will report on the survey process and preliminary findings and will

provide the cleaned data to the TWG for further analysis.

e) Technical Analysis: During this stage the TWG will develop a technical

situational analysis report for the study area. This will initially be a

desktop report drawing from available data and information to

develop a baseline on facilities, infrastructure, demographics,

housing, planning and administrative, among other aspects, of the

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study area. This report will eventually be supplemented with

information drawn from the service providers outputs. The situational

analysis report will primarily be the responsibility of the TWG, but inputs

from the service provider will be required from time to time.

f) Synthesis: On completion of the above tasks, the service provider will

lead a technical process with the TWG to workshop and synthesise

the findings from this stage. This synthesis could incorporate one of

various methodologies (such as PESTLE, SWOT etc.). The service

provider will develop recommendations to the plan-making stage as

an output of the synthesis process.

g) Reporting: The service provider will report regularly to the TWG during

this stage and contribute deliverables as indicated under Section 12:

Deliverables. All stakeholder engagement processes are to be

documented and shared with the TWG.

h) Communication Tools: The service provider may develop and trial

communication tools during this stage to facilitate communication

on the TAP process between the municipality (initially represented by

the TWG), community and stakeholders. Tools should include both

digital and analogue systems to accommodate various

communication modes and broad access. These tools should be

part of the legacy of the TAP and will continue to be refined and

deployed during the implementation stage.

8.4. C - Township Action Plan

8.4.1. The service provider will lead a participatory co-design process in

the plan-making stage to ensure the final plan reflects local priorities

and aspirations. Community-driven outputs will be combined with

the technical analysis in a process led by the TWG to formalise the

plan. The plan-making stage will involve three sub-stages:

• Vision and Strategy

• Action Plan

• Finalisation and Approval

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8.4.2. Vision and Strategy: the vision and strategy development will

involve participatory co-design and technical processes.

a) Participatory Co-design: Informed by evidence gathered in the

previous stage, the service provider will lead a participatory

process to confirm community priorities, co-develop a vision,

and identify key strategies and areas of intervention. A creative

solution will be required to deliver a consultative but efficient

process.

b) Technical: Thereafter, the service provider will lead at least one

session with the TWG to formalise a draft vision and a strategy

framework, drawing together outputs from the co-design

process with the technical evidence gathered.

8.4.3. Action Plan: The process of translating the vision and strategy into a

draft Action Plan will largely be the responsibility of the TWG. The

service provider will contribute to TWG working sessions and

facilitate any additional stakeholder / focus group engagements

required, for instance, to refine specific interventions. The TWG may

bring on board additional technical skills to assist in project

prioritisation, scoping and costing. The delivery of a practical,

implementable action plan will require two specific components:

a) Implementation Plan: An implementation plan will be

developed to link priorities with targeted interventions, budgets

and timeframes. While the implementation plan and viable

business plan will be the responsibility of the TWG, the service

provider will assist with a review of the plan.

b) Governance Framework: A workable and stakeholder endorsed

governance framework is seen as an essential component for

overseeing implementation of the TAP. The WCEDP will lead the

TWG in delivering this governance framework. The service

provider will work with the TWG to refine and formalise this

framework during this stage.

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8.4.4. Finalisation and Approval: The service provider will assist by

facilitating final community and stakeholder input into the final plan

before council approval.

a) Key Stakeholder Engagements: At this stage the TWG will lead

two or three sessions to test the draft action plan with targeted

stakeholders. The service provider will assist with securing the

participation of stakeholders and the preparation of content for

these sessions.

b) Township Summit / Open Day: Stakeholders and community

must be given opportunity to give their final input into the plan

before it goes to council. A 30 day commenting period

culminating in an ‘open day’ session is proposed. A creative

approach is required to ensure effective community and

stakeholder input. The service provider will be responsible for

designing and facilitating the programme, for advertising,

communication material and all tools and mechanisms allowing

for verbal and written input during and leading up to this session.

c) Council Approval: The TWG will be responsible for final

amendments and submission to council for approval. The

service provider will assist in reviewing the plan and ensuring final

stakeholder comments/inputs are adequately captured and,

where critical, are reflected in the plan.

8.5. Reporting: The service provider will provide a final ‘Stakeholder

Engagement’ and ‘Close-Out’ report covering the process though to

approval. The report will be a consolidation of all outputs submitted in the

previous stage and represent the final deliverable in terms of this

appointment.

9. Collaboration

9.1. The established TWG, comprising members of DEA&DP, DEDAT, WCEDP

and Mossel Bay Municipality, is responsible for certain technical outputs

as well as general coordination and monitoring on all project processes

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and outputs. The TWG reports to the G4J TAP Project Steering Committee

(PSC), which provides strategic guidance to the project and comprises

officials from DEA&DP, DEDAT and WCEDP.

9.2. The service provider will on-board with the TWG and work in close

collaboration with its members through the course of the project. This will

include (inter alia) general project coordination, participation in TWG

working sessions and reporting to TWG progress meetings.

9.3. The TWG is chaired by the WCEDP and co-project managed by the

WCEDP and DEA&DP. The service provider will, however, report directly to

DEA&DP’s project manager on all matters related to the contract to

ensure adherence to scope, timeframes, deliverables and payment

schedules etc.

9.4. A development economist, to be sourced separately, will also on-board

with the TWG. The economist will be required to build a detailed

economic profile of the township and make economic development

recommendations. The economist will undertake their own interviews with

key economic players, give input into the design of surveys, and

participate in focus group and other stakeholder engagements as

required.

9.5. Other specialist services may be secured to support the TWG from time to

time.

9.6. The WCEDP is a key partner to the project and will be responsible

specifically for:

a) Facilitation and maintenance of the partnership between

project implementation partners, being the WCEDP, WCG,

Mossel Bay Municipality and appointed service providers,

through its role as TWG Chair.

b) Leading the engagements with key corporate actors, big

business, State Owned Enterprises, commercial agencies etc.

c) The design of the governance structure to oversee the TAP

implementation and legacy, and

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d) Co-project management.

9.7. The TWG will assist the service provider in coordination with ward structures,

in securing support across government, and in securing municipal facilities

for public engagements.

10. Cost and time considerations

10.1. The following table is guidance on expectations for the service provider’s

commitment to general project activity (in addition to the service

provider’s core area of activity covered under 10.4 below):

Activity engagements

1. Inception

• 2 project meetings (1xonline and 1xin-person

in Cape Town)

• 1 to 2 stakeholder mapping session with the

TWG (online/in-person)

2. Situational Analysis

• 1 to 2 TWG working sessions to design surveys

with the economist (online/in-person)

• 1 to 2 TWG working sessions to synthesise

findings from stakeholder engagements and

technical studies (in-person)

3. Township Action

• 1 to 2 technical workshops to finalise the vision,

strategy and prioritise interventions (in-person) Plan

• 1 to 2 technical sessions to develop the

Closing Date: 31 July 2026. Closing Time: 11h00. Bid validity: 90 calendar days from the closing date. Inception report draft is due within 1 to 2 weeks after appointment. Total contract duration is expected to be 8 to 12 months.

Technical/Specification enquiries: Richard Jordan via email at [email protected]. General enquiries: Donna Swartz at (021) 483 4471 or [email protected]. Other contact: [email protected].

Bids must be submitted on official, non-retyped forms and delivered by the stipulated time to the correct address. Documents must be deposited in a sealed envelope containing the bidder's name, address, bid number (DEA&DP1/2026), and closing date. Submissions can be posted to the Head: Supply Chain Management, Department of Environmental Affairs and Development Planning, Private Bag X9086, Cape Town 8000, or deposited in the bid box at the Utilitas Building, 1 & 3 Dorp Street, Cape Town. Late bids will not be accepted. Bidders must include a full table of contents and ensure all documents are signed and completed.

BID DOCUMENTS The Head: Supply Chain Management MUST BE POSTED Department of Environmental Affairs and Development Planning TO: Private Bag X9086 Cape Town 8000 Bidders need to ensure that their proposals are posted well in advance to reach the Department before the specified bid closure date and time since late bid documentation will not be considered. OR Ground Floor Front Entrance DEPOSITED IN THE Utilitas Building BID BOX SITUATED 1 & 3 Dorp Street IN: Cape Town The bid box will be accessible every day for 24 hours until the specified bid closure date & time, late bid documentation will not be considered.

1. Valid Central Supplier Database (CSD) registration at bid closing. 2. Submission of a valid B-BBEE certificate or sworn affidavit (for EMEs/QSEs) with completed WCBD 6.1 form to claim preference points. 3. Tax compliance status must be verifiable via SARS PIN or CSD. 4. Bids must be submitted on original, unaltered official forms, fully completed and signed. 5. Bids must be delivered by the deadline to the specified address/bid box; late bids are not accepted. 6. Persons in the service of the state, or companies with such directors/members, are ineligible.

The project requires a service provider to deliver community participation and development services for a pilot Township Action Plan (TAP) in KwaNonqaba, Mossel Bay. Key requirements include:

1. Team Expertise: Community development, participatory planning, stakeholder engagement, research/surveys, and strategic analysis.

2. Team Composition: A lead practitioner with 8+ years experience (NQF 7), facilitators (NQF 5, 5+ years experience), a communications specialist (NQF 6, 5+ years experience), and a survey/data management specialist (NQF 7, 5+ years experience).

3. Scope of Work: Inception, Situational Analysis (stakeholder mapping, key informant interviews, focus groups, household/business surveys), and the development of the Township Action Plan (visioning, strategy, action plan, and final approval).

4. Deliverables: Inception Report, Key Informant Interview Report, Focus Group Report, Survey Report, Synthesis Report, Vision and Co-design Presentation, Consolidated Stakeholder Report, Executive Summary, Consolidated Stakeholder Database, and Final Close Out Report.

• 2 to 3 targeted stakeholder engagements to

test the draft action plan (lead by the TWG)

• 1 session to plan the open day/township

summit, and

• 1 Open Day session

4. General Project

• 8 to 10 general project meetings on progress

and direction (split between online and in- Execution

person)

• 2 Project Steering Committee meetings (in-

person, Cape Town)

10.2. Regular collaboration, including ad-hoc technical discussions between

the TWG members will continue as part of the workflow. All in-person

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meetings are expected to take place in Mossel Bay (unless otherwise

stated above).

10.3. Where practical, progress meetings, ad-hoc working sessions, and regular

co-ordination will be done online.

10.4. In addition, the service provider should consider the following in

estimating the time and cost for delivering on the project objectives and

scope:

10.4.1. Stakeholder Engagement and Participatory Processes: The service

provider must determine the optimal process and engagements to

deliver a participatory co-designed plan, as per the scope which

broadly identifies the following categories for engagements:

• One-on-one stakeholder engagements

• Focus group sessions

• Visioning and strategy co-design sessions

• An open day / township summit

10.4.2. Business Census: The objective is a comprehensive database of all

formal and informal business in the study area, with economic data

on business activity (turnover, employment, growth etc.), and a

basic profile for each business. A guideline metric of 32 micro-

enterprises per thousand people2 can be used to estimate the size

of the census.

10.4.3. Household Surveys: The objective is to undertake a minimum

sample survey of 500 households to gather household economic

data (income, costs and budgets, savings and remittances etc.)

and identify consumer choices and perceptions.

10.4.4. Disbursements: the service provider’s scope must cover all

disbursements related to their brief as indicated below:

2 See Charman A & Petersen L (2015), The layout of the township economy: the surprising spatial distribution

of informal township enterprises available at: https://www.econ3x3.org/article/layout-township-economysurprising-spatial-distribution-informal-township-enterprises,

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a) Communication tools: i.e., the sourcing and application of any

physical or digital tools and infrastructure to maintain

communication with the stakeholder base.

b) Communication Material: i.e., the cost of designing, preparing

and circulating any posters, flyers, or other communication

material required for any activity under the direct responsibility

of the service provider

c) Travel and staff: The cost of field workers to undertake surveys

and maintain a presence in the field.

d) Office: The cost of temporary office space in or near the study

area, if required.

e) Venues: The municipality may make its facilities (community

halls, libraries, boardrooms) available for project meetings, focus

group sessions, workshops and all community engagements.

Any special venues required must be priced and motivated by

the service provider.

11. Resourcing and capacity building

11.1. The service provider must source additional capacity from the study area

to complement its existing core resources, specifically for the survey field

work, but also to assist with general facilitation and coordination as may

be required.

11.2. The service provider must provide adequate training for any additional

locally sourced personnel, provide ongoing support, and manage such

resources, to ensure they are able to fulfil the tasks allocated to them.

11.3. The service provider will be required, towards the end of their contract

period, to undertake one capacity building session within DEA&DP to

share the participatory methods and tools applied and lessons learnt from

their application in the study area.

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12. Deliverables

12.1. The key deliverables, related to project milestones, are identified in the

table below.

Deliverable Content Format

Inception Report (inclusive of a Methodology, Process Plan. Stakeholder

1 MS Word and PDF

Stakeholder Engagement Plan) Engagement Plan etc

A summary of key informant interviews,

reflecting on the objectives, MS Word /

Key Informant Interview Report

2 methodology and purpose and themed PowerPoint and

and documentation

findings. PDF

All documented interviews.

Key outputs from the focus group and

MS Word /

Focus Group Report asset-based community development

3 PowerPoint and

and documentation sessions. All documentation of

Pdf

proceedings.

Report on the survey process, recording MS Word and PDF

successes and shortcomings/gaps and with digital data

Survey Report providing preliminary analysis. A clean set in XLS format

and data georeferenced survey dataset to be and GIS shapefile

provided for analysis to the economist (business census

and TWG. locational data)

Brief synthesis report on findings from the MS Word /

5 Synthesis Report surveys and consultative process to feed PowerPoint and

into the TWG synthesis session/s. PDF

Output of the visioning and co-design

Vision and Co-design PowerPoint and

6 sessions to feed into the technical

Presentation PDF

refinement of the TAP.

Consolidated report (with executive

summary) reflecting on the consultative

process, profiling the township MS Word and PDF

Consolidated Stakeholder

7 community and socio-economic insights Database in XLS

Report

gained, and making recommendations format

on implementation of the action plan

and future interventions.

A concise executive summary in

8 Executive Summary PowerPoint

PowerPoint format

Final POPIA compliant stakeholder

Consolidated Stakeholder Database in XLS

9 database with contact and basic profile

Database format

details of all stakeholders consulted.

A short Close Out Report on completion

MS Word /

of all deliverables and approval of the

10 Final Close Out Report PowerPoint and

Consolidated Stakeholder Report and

Pdf

Executive Summary by the G4J TAP PSC.

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12.2. The primary deliverables will be supported by secondary outputs and

material required as a matter of course for working sessions, workshops,

stakeholder meetings, focus group engagements, etc.

12.3. Interim draft outputs may be requested by the TWG and DEA&DP’s

project manager from time to time for purposes of coordination and

quality control.

13. Timeframes

13.1. The service provider will onboard with the TWG and submit a draft

inception report within 1 to 2 weeks after appointment.

13.2. The duration of the contract is expected to last 8 to 12 months from the

date of appointment.

14. Relevant skills and experience

14.1. The service provider will comprise a qualified and well-resourced team

led by an experienced development practitioner. The team must have a

strong collective history in working with professional public facilitation and

advocacy within the sector and cover the following skills and expertise:

a) Community Development / Capacity Building

b) Urban / Economic Development Planning

c) Professional Facilitation

d) Project Management

e) Survey design and data management

f) Geographic Information Systems (GIS)

g) Media, writing and communication skills

h) Analytical and strategic skills

i) Field work

14.2. The team leader must demonstrate at least 8 years’ experience in the

field of participatory planning and/or advocacy work with substantial

experience working with township communities and should hold a tertiary

NQF 7 qualification preferably in at least one of the following disciplines:

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Town and Regional Planning, Urban Planning, Social Sciences, Sociology,

Social Work, Anthropology, Public Administration or Law.

14.3. The lead must be supported by an appropriately experienced and

qualified support team with complimentary skills and experience, which

should include:

14.3.1. One or more facilitator/s with excellent communication skills and

proficiency in isiXhosa, Afrikaans and English supported by at least

an NQF 5 qualification and with a proven track record of at least 5

years’ working with diverse communities in township and informal

settlement settings.

14.3.2. A communications specialist with at least a tertiary NQF 6

qualification in the fields of Communications, Public Relations,

Journalism or Media Studies and with 5 years’ working experience

and strong exposure to public facilitation and/or advocacy work.

14.3.3. A survey and data management specialist with at least NQF 7

qualification in Statistics, Economics, Demography, Mathematics,

Population Studies, Sociology or Geographical Sciences and with

demonstrated minimum 5 years’ experience in social sciences /

economic research, survey design, data capture, management

and analysis and working with appropriate tools and

methodologies,

14.3.4. A Geographic Information Systems (GIS) specialist should be

included in the team, if not covered by the survey and data

management specialist. Registration with the South African

Geomatics Council will be advantageous.

14.4. The team may include other expertise and services where the service

provider deems these will add value, supported by relevant qualifications

and years’ of experience of such personnel

14.5. The team must be well-placed to service the project and maintain a

presence in the study area particularly for the duration of the main

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consultation and survey period. At least one team member committed to

a coordination/liaison function should be based within, or in practical

daily reach, of the study area (i.e. within 50km)

14.6. Some of the above requirements may be covered by one resource; i.e.,

it is not a requirement to have a different team member for each area of

expertise.

14.7. The core team must be supplemented by sourcing appropriately

qualified resources from the study area early in the contract period to

undertake field work or for general project support and liaison.

15. Content of the project proposal

15.1. Bidders must submit a detailed project proposal that includes:

a) Understanding of the Scope of Work

b) Methodology and Work Plan

c) Team Composition

d) Project Team Track Record

e) Pricing Schedule

f) Supporting Documents

15.2. Understanding of Scope of Work: The service provider should confirm their

understanding of the planned project scope in a brief outline but also

note any critical scope gaps or propose any potential value adds they

propose addressing. The service provider should be clear about their

responsibilities in relation to other services and activities across the entire

scope of the project.

15.3. Methodology and Work Plan: The proposed methodology should pay

special attention to the following:

15.3.1. Stakeholder Consultation and Participatory Processes:

a) Set out a preliminary plan for stakeholder consultation.

b) Identify the type of stakeholders that will be targeted for bilateral

engagements and confirming the purpose and type of

information to be gained.

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1.10 Evaluation Methodology:

1.10.1 The bid will be evaluated in terms of the Bid Conditions, specification requirements

of the bid and Preferential Procurement Points System.

1.10.2 A bid may be regarded as non-responsive if it fails to meet Bid compliance,

contextually informed, inclusive and shaped by those who live and work

in the community.

6.2. Similarly, the project will follow a whole-of-society approach, ensuring

collaboration and partnership building between the municipality,

provincial government, local organisations, businesses and community

stakeholders to jointly frame priorities and solutions and drive

implementation.

6.3. Being focused in a specific geographical area and targeting

interventions with a view to transformative, medium to longer term

outcomes, the project has many characteristics of an area-based

approach.

6.4. Embedded community engagement in the township setting to build

relationships, understand local dynamics, and discover lived experiences

that inform formal planning processes.

6.5. Adaptive action, informed by iterative learning and reflection, allowing

emerging insights from the field to shape and refine the direction of the

7.1. To give practical effect to this approach, the Community Development

quantitative methods, coordinated under strong oversight by the TWG to

ensure quality and consistency across all activities. The main components

of the methodology should include:

7.1.1. Stakeholder Mapping and Identification – Developing a

comprehensive database of relevant stakeholders across

government, civil society, business, and community structures.

8.2.2. Importantly, this stage provides opportunity to formalise a

stakeholder consultation plan, based on an initial stakeholder

mapping process (noting the stakeholder base will expand during

the course of the project) and to clarify methodologies, ethics and

protocols to be applied throughout the consultation process.

8.2.3. The service provider will submit an inception report with a well-

developed and coherent project methodology and execution plan

to be agreed between the service provider, DEA&DP’s project

manager and the TWG.

8.3. B - Situational Analysis

8.3.1. The project will start with activities to build a comprehensive profile

of the study area by analysing available data and undertaking

stakeholder engagement and local surveys to gather additional

data and insights.

8.3.2. The service provider will play a key role in this stage by undertaking

the following tasks:

a) Advanced Stakeholder Mapping: Stakeholder mapping will continue

in this stage with the objective of building a comprehensive

database of stakeholders across government, civil society, business,

and community structures and to confirm interests, levels of

influence, and roles in the development and implementation of the

8.4.2. Vision and Strategy: the vision and strategy development will

involve participatory co-design and technical processes.

a) Participatory Co-design: Informed by evidence gathered in the

previous stage, the service provider will lead a participatory

process to confirm community priorities, co-develop a vision,

and identify key strategies and areas of intervention. A creative

solution will be required to deliver a consultative but efficient

process.

b) Technical: Thereafter, the service provider will lead at least one

session with the TWG to formalise a draft vision and a strategy

framework, drawing together outputs from the co-design

process with the technical evidence gathered.

8.4.3. Action Plan: The process of translating the vision and strategy into a

draft Action Plan will largely be the responsibility of the TWG. The

service provider will contribute to TWG working sessions and

facilitate any additional stakeholder / focus group engagements

required, for instance, to refine specific interventions. The TWG may

bring on board additional technical skills to assist in project

prioritisation, scoping and costing. The delivery of a practical,

implementable action plan will require two specific components:

a) Implementation Plan: An implementation plan will be

developed to link priorities with targeted interventions, budgets

and timeframes. While the implementation plan and viable

business plan will be the responsibility of the TWG, the service

provider will assist with a review of the plan.

b) Governance Framework: A workable and stakeholder endorsed

governance framework is seen as an essential component for

overseeing implementation of the TAP. The WCEDP will lead the

8.4.4. Finalisation and Approval: The service provider will assist by

facilitating final community and stakeholder input into the final plan

before council approval.

a) Key Stakeholder Engagements: At this stage the TWG will lead

two or three sessions to test the draft action plan with targeted

stakeholders. The service provider will assist with securing the

participation of stakeholders and the preparation of content for

these sessions.

b) Township Summit / Open Day: Stakeholders and community

must be given opportunity to give their final input into the plan

before it goes to council. A 30 day commenting period

culminating in an ‘open day’ session is proposed. A creative

approach is required to ensure effective community and

stakeholder input. The service provider will be responsible for

designing and facilitating the programme, for advertising,

communication material and all tools and mechanisms allowing

for verbal and written input during and leading up to this session.

c) Council Approval: The TWG will be responsible for final

amendments and submission to council for approval. The

service provider will assist in reviewing the plan and ensuring final

stakeholder comments/inputs are adequately captured and,

where critical, are reflected in the plan.

8.5. Reporting: The service provider will provide a final ‘Stakeholder

Engagement’ and ‘Close-Out’ report covering the process though to

approval. The report will be a consolidation of all outputs submitted in the

previous stage and represent the final deliverable in terms of this

appointment.

1. Inception

• 2 project meetings (1xonline and 1xin-person

in Cape Town)

• 1 to 2 stakeholder mapping session with the

TWG (online/in-person)

2. Situational Analysis

• 1 to 2 TWG working sessions to design surveys

with the economist (online/in-person)

• 1 to 2 TWG working sessions to synthesise

findings from stakeholder engagements and

technical studies (in-person)

3. Township Action

• 1 to 2 technical workshops to finalise the vision,

strategy and prioritise interventions (in-person) Plan

• 1 to 2 technical sessions to develop the

implementation plan

• 2 to 3 targeted stakeholder engagements to

test the draft action plan (lead by the TWG)

• 1 session to plan the open day/township

summit, and

• 1 Open Day session

4. General Project

• 8 to 10 general project meetings on progress

and direction (split between online and in- Execution

person)

• 2 Project Steering Committee meetings (in-

person, Cape Town)

10.2. Regular collaboration, including ad-hoc technical discussions between

the TWG members will continue as part of the workflow. All in-person

Inception Report (inclusive of a Methodology, Process Plan. Stakeholder

2 methodology and purpose and themed PowerPoint and

and documentation

findings. PDF

15.1. Bidders must submit a detailed project proposal that includes:

a) Understanding of the Scope of Work

b) Methodology and Work Plan

c) Team Composition

d) Project Team Track Record

e) Pricing Schedule

f) Supporting Documents

15.2. Understanding of Scope of Work: The service provider should confirm their

understanding of the planned project scope in a brief outline but also

note any critical scope gaps or propose any potential value adds they

propose addressing. The service provider should be clear about their

responsibilities in relation to other services and activities across the entire

scope of the project.

15.3. Methodology and Work Plan: The proposed methodology should pay

special attention to the following:

15.3.1. Stakeholder Consultation and Participatory Processes:

a) Set out a preliminary plan for stakeholder consultation.

b) Identify the type of stakeholders that will be targeted for bilateral

engagements and confirming the purpose and type of

information to be gained.

completed bid document.

1.2 This document is official and may not be re-typed on forms. Only original, signed

documents will be considered. Failure to complete and sign the bidding documents,

required certificates or qualifications, questionnaires, and specification forms in all respects

will invalidate your bid.

1.3 Standard Bid Forms and Related Documents - Checklist:

1.3.1 Wcbd 1: invitation to bid (part a & b);

1.3.2 Wcbd 3.1: Pricing schedule – firm prices;

1.3.3 Wcbd 3.2: Price adjustments

1.3.4 Wcbd 4: provincial government western cape declaration of interests,

3.1. The project requires a competent and experienced community

development and participatory planning team with the following

expertise:

a) Community Development and Participatory Planning

• Proven experience in designing and delivering participatory

planning and community development processes in township

and informal settlement environments.

• Application of asset-based community development and

inclusive engagement methodologies.

• Experience in strengthening civil society participation in

development processes.

b) Stakeholder Engagement and Facilitation

• Strong stakeholder engagement and stakeholder management

capabilities across diverse groups, including government, civil

society, and the private sector.

• Demonstrated ability to facilitate inclusive processes and

navigate complex social and political environments.

• Excellent interpersonal and communication skills, including

proficiency in English, Afrikaans, and isiXhosa.

c) Research, Surveys and Data Management

• Proven experience in designing and implementing household

and business surveys in similar contexts.

• Strong capabilities in data management, analysis, and synthesis

to support evidence-based planning.

d) Strategic and Analytical Capability

• Strong strategic thinking and analytical skills to translate

community insights into credible and implementable strategies.

• Ability to work within multi-disciplinary teams to support integrated

planning processes.

e) Project Delivery and Local Presence

• Capacity to deploy resources and maintain a presence in the

study area for the project duration.

• Strong project management and reporting capabilities.

f) Policy and Institutional Knowledge

• Familiarity with municipal planning systems, economic

development policy, and the Western Cape Government's

Growth for Jobs (G4J) framework.

4.1. To design and deliver an inclusive, participatory planning process that

meaningfully engages a diverse range of stakeholders and reflects

community perspectives, priorities, and lived experiences.

4.2. To build a robust understanding of the township economy and

community context through stakeholder engagement, asset mapping,

and the implementation of household and business surveys.

4.3. To establish and manage effective stakeholder engagement and

communication systems, including a compliant stakeholder database

and appropriate communication tools, to support participation

throughout the project lifecycle.

4.4. To facilitate a collaborative co-design process with stakeholders and

project partners to inform a shared vision, strategy, and implementation

framework for the Township Action Plan.

7.1.2. Key Informant Interviews – Conducting semi-structured interviews

with municipal officials, business owners, NGOs, and community

leaders to uncover system-level insights.

7.1.3. Focus Groups – Facilitating targeted discussions with youth, women,

informal traders, and other key groups to capture perceptions and

lived experiences.

7.1.4. Asset-Based Community Mapping – Working directly with residents

to identify and map community assets such as local enterprises,

skills, networks, and infrastructure.

7.1.5. Surveys – Surveys will gather quantitative information on livelihoods,

employment, service access, and local market activity, forming a

robust evidence base for the TAP.

7.1.6. Community Co-Design and Visioning Sessions – Hosting

participatory workshops in accessible locations where residents and

stakeholders collaboratively define a shared vision and guiding

priorities for township development.

8. Scope of services

8.1. The project requires the service provider to render a suite of services

across the full project lifecycle, in accordance with the following project

stages:

14.1. The service provider will comprise a qualified and well-resourced team

led by an experienced development practitioner. The team must have a

strong collective history in working with professional public facilitation and

advocacy within the sector and cover the following skills and expertise:

a) Community Development / Capacity Building

b) Urban / Economic Development Planning

c) Professional Facilitation

d) Project Management

e) Survey design and data management

f) Geographic Information Systems (GIS)

g) Media, writing and communication skills

h) Analytical and strategic skills

i) Field work

14.2. The team leader must demonstrate at least 8 years’ experience in the

field of participatory planning and/or advocacy work with substantial

experience working with township communities and should hold a tertiary

NQF 7 qualification preferably in at least one of the following disciplines:

14.3. The lead must be supported by an appropriately experienced and

qualified support team with complimentary skills and experience, which

should include:

14.3.1. One or more facilitator/s with excellent communication skills and

proficiency in isiXhosa, Afrikaans and English supported by at least

an NQF 5 qualification and with a proven track record of at least 5

years’ working with diverse communities in township and informal

settlement settings.

14.3.2. A communications specialist with at least a tertiary NQF 6

qualification in the fields of Communications, Public Relations,

Journalism or Media Studies and with 5 years’ working experience

and strong exposure to public facilitation and/or advocacy work.

14.3.3. A survey and data management specialist with at least NQF 7

qualification in Statistics, Economics, Demography, Mathematics,

demonstrated minimum 5 years’ experience in social sciences /

economic research, survey design, data capture, management

and analysis and working with appropriate tools and

methodologies,

14.3.4. A Geographic Information Systems (GIS) specialist should be

included in the team, if not covered by the survey and data

management specialist. Registration with the South African

14.4. The team may include other expertise and services where the service

provider deems these will add value, supported by relevant qualifications

and years’ of experience of such personnel

14.5. The team must be well-placed to service the project and maintain a

presence in the study area particularly for the duration of the main

Support the development of a pilot township action plan (tap) for the area known as kwanonqaba indescription

Township action plan (tap) for the area known as kwanonqaba in mossel bay

1. Purpose

1.1. Service providers with the relevant expertise and experience are herewith

invited to submit bids to provide broad community participation and

community development services, including undertaking household and

business surveys, to support the preparation of a pilot Township Action

12.2. The primary deliverables will be supported by secondary outputs and

material required as a matter of course for working sessions, workshops,

stakeholder meetings, focus group engagements, etc.

12.3. Interim draft outputs may be requested by the TWG and DEA&DP’s

project manager from time to time for purposes of coordination and

quality control.

1.3.5 Wcbd 6.1: Preference points claim form in terms of the preferenctial

Procurement regulations 2022 and in terms of the western cape

Government’s interim strategy as IT relates to preference points

1.3.6 General Conditions of Contract

1.4 Closing time of bids and provisions relating to submission of bids - Reminder

1.4.1 The closing time for the receipt of bids in response to this invitation to bid is detailed

on the first page / cover page of this invitation to bid document.

1.4.2 All bids must be submitted in a sealed envelope bearing the bid number, bid

description and closing date.

1.4.3 All bids must be received before the closing time and date stipulated above and

must be posted to or deposited in the bid box at the address detailed on the cover

page of this invitation to bid.

1.5 Pricing

1.5.1 Pricing must be stipulated inclusive of VAT (where the bidder is VAT registered).

1.5.2 Prices charged by the bidder for goods delivered and services performed under the

contract shall not vary from the prices quoted by the bidder in this Tender.

1.5.3 The Bidder will be liable to take out forward cover to barricade him/her against

fluctuation of the exchange rate in the event of importing any component, related

to the tender, from a country dealing in currency other than that of South Africa.

1.5.4 The Pricing Schedule (WCBD 3.1) must be completed in all respects.

1.6 Validity

Pricing must be stipulated inclusive of VAT (where applicable). Prices quoted in the tender must remain fixed and not vary. The bidder is responsible for forward cover to protect against exchange rate fluctuations if importing components. The Pricing Schedule (WCBD 3.1) must be completed in all respects.

Bidders must be registered on the Central Supplier Database (CSD). Tax compliance is mandatory; bidders must provide a SARS PIN or a printed TCS certificate. Bids from persons in the service of the state or companies with directors in the service of the state are prohibited. B-BBEE status must be verified via form WCBD 6.1 and an accredited certificate or sworn affidavit. Foreign suppliers must complete a specific questionnaire regarding their residency and tax liability in South Africa.

Only the B-BBEE status reflected on form WCBD 6.1 included in the bid document will apply to the evaluation of the relevant formal bids and not the B-BBEE status on CSD. Bidders are further required to complete the attached form WCBD 4 and include it in the Bid document.

The successful bidder will be required to sign a written contract form (WCBD 7.1). The agreement is subject to the General Conditions of Contract (GCC) and any other specified Special Conditions of Contract. The Department reserves the right to accept the bid it deems in the best interest of the State, even if it involves waiving minor requirements.

1.6 Validity Bid documentation submitted by the bidder will be valid and open for acceptance for a period of 90 (ninety) calendar days from the closing date and time of the bid.

All Bidders must be registered on the Central Supplier Database (CSD) at the time of bid closing. Contractor to initial................................... of 81 www.westerncape.gov.za Department of Environmental Affairs and Development Planning Any prospective unregistered bidders must register as a supplier on the CSD prior to bidding. Central Supplier Database Self- www.csd.gov.za (self-registration only) registration

the evaluation of the relevant formal bids and not the B-BBEE status on CSD. Bidders are further

10. The 80:20 Points System is applicable to this bid.

1.10 Evaluation Methodology

of the bid and Preferential Procurement Points System.

1.10.3 Only the qualifying bids are evaluated further in terms of the 80/20 preference

points system, where the 80 points is for price and the 20 points for Black Economic

Empowerment points (BEE) status.

Total points for Price and B-BBEE must not exceed 100

1.11 The bid will be awarded to the bidder scoring the highest points based on the price and

B-BBEE points allocated.

evidence and in order to claim the points in respect of 20 points (80/20) and 10 points

(90/10). Should a bidder fail to submit an accredited B-BBEE certificate or sworn affidavit,

the bidder may only score points for price in terms of the 80/90 points. No points will be

allocated for preference.

tender evaluation process.

Preference points claim form in terms of the preferential procurement

As IT relates to preference points .................................................................................... 60

ensure quality and consistency across all activities. The main components

8.2.1. An inception stage provides opportunity for the service provider to

8.2.2. Importantly, this stage provides opportunity to formalise a