Request for strategic partner: sub-executing agency for GEF8/GBFF mega living landscapes project

Bidders must:

• Initial each page of the standard terms and conditions (including Annexure C) to indicate acceptance.
• If objecting to any term, either mark up the relevant provisions or submit a separate document detailing proposed amendments/comments as part of the bid response.
• Failure to initial or submit objections will be deemed full acceptance of all terms.
• Acknowledge by initialling or submitting comments that they:
• Have fully read and understand the provisions.
• Have no expectation of award.
• Do not consider initialling as creating a binding contract with SANParks.

The Service Provider must have the necessary expertise, skills, resources, and infrastructure. It must hold all required professional memberships, licenses, permits, and authorities. Personnel must have undergone favorable credit and criminal vetting, as well as necessary occupational medical assessments. The Service Provider must not be insolvent and must comply with B-BBEE requirements, providing a valid Verification Certificate or sworn affidavit (for QSE/EME).

Scope and deliverables are defined in the Bid Documents and Contract Schedule. Services must conform to:

• Bid Documents.
• Provisions of the Agreement.
• Good Industry Practices.
• Specified Service Levels.

Data Protection and Processing:

• The Service Provider may act as a Responsible Party or Operator for Personal Information under POPIA.
• Must comply with POPIA and all applicable laws for processing Personal Information.
• Must implement reasonable technical and organisational measures to safeguard Personal Information against unauthorised access, loss, or destruction.
• Must notify SANParks immediately of any data security breach and cooperate in remediation.
• Must not transfer Personal Information outside South Africa without SANParks’ written consent.
• Must ensure all personnel and third parties processing Personal Information adhere to POPIA and the Agreement.
• Must destroy or return all Personal Information upon termination, with written confirmation.

Pricing and Payment:

• Contract Price and payment terms are detailed in the Pricing Schedule (Annexure B).
• Payments are made via electronic funds transfer to the Service Provider’s registered bank account (central supplier database).
• Invoices must:
• Specify deliverables, fees, time spent (if applicable), and personnel details.
• Include substantiating documents (e.g., monthly incident/occurrence reports, attendance registers).
• Undisputed invoices are paid within 30 days of receipt.
• Disputed invoices must be resolved within 14 days or escalated per clause 33.
• Annual price adjustments (if applicable) must be submitted prior to each anniversary of the Commencement Date in a format similar to Annexure B.
• Service Provider indemnifies SANParks for losses arising from incorrect invoices or supporting documentation.

Payment terms:

• Contract Price is specified in the Contract Schedule and Pricing Schedule (Annexure B).
• Payments are made via electronic funds transfer to the Service Provider’s nominated bank account (registered in the central supplier database).
• Invoices must specify deliverables, fees, time spent (if applicable), personnel details, and include substantiating documents (e.g., monthly incident/occurrence reports, attendance registers).
• Undisputed invoices are paid within 30 days of receipt, provided they are accurate and meet legislative/operational requirements.
• SANParks may dispute invoices within 14 days of receipt. Disputes must be resolved within 14 days or escalated per clause 33.
• Annual price adjustments (if applicable) must be submitted by the Service Provider prior to each anniversary of the Commencement Date, in a format similar to Annexure B.
• Service Provider indemnifies SANParks for losses arising from incorrect invoices or supporting documentation.

B-bbee:

• Service Provider must provide a valid B-BBEE Verification Certificate (or sworn affidavit for QSEs/EMEs) reflecting its B-BBEE score.
• Must maintain B-BBEE credentials as stated in the Bid Response. If B-BBEE score drops, the Service Provider must notify SANParks within 7 days and remedy the decrease within 90 days of notice, or risk termination.

General Compliance:

• Must comply with all applicable laws, including POPIA, OHS Act, and other occupational/statutory regulations.
• Must ensure all personnel undergo necessary occupational medical assessments and hold valid certificates of fitness (where required by law or industry practice).
• Must maintain membership in all required professional bodies and hold valid licences, permits, and certifications.
• Must register in the central supplier database or relevant government supplier registration system.

Occupational Health and Safety (OHS) Requirements:

• Service Provider must comply with the OHS Act and all applicable occupational laws.
• Must ensure all Personnel:
• Wear appropriate personal protective equipment (PPE) at all times while on SANParks’ Premises.
• Are medically fit to perform allocated tasks (valid certificates of fitness required where applicable).
• Are not under the influence of intoxicating substances while on Premises.
• Do not cook or sleep on Premises unless explicitly authorised by SANParks.
• Must indemnify SANParks for any losses arising from failure to comply with OHS laws or regulations.
• Must maintain a program of compliance with occupational laws and provide evidence of such compliance upon request.
• SANParks reserves the right to audit the Service Provider’s OHS compliance.

Contract Structure:

• Agreement comprises: RFP, Terms and Conditions of Contract, Annexures, Bid Response, Letter of Intent, and Purchase Order.
• In case of conflict, the order of precedence is as listed above, with Special Conditions of Contract taking precedence over GCC.

Duration and Termination:

• Contract Period runs from Commencement Date to Expiry Date (specified in Contract Schedule).
• Either party may terminate for material breach, insolvency, or other specified grounds (e.g., failure to remedy defects, fraud, or corrupt acts).
• SANParks may terminate with 60 days’ written notice at its sole discretion.
• Upon termination, the Service Provider must:
• Handover Sites and SANParks’ Equipment in their original condition (reasonable wear and tear excluded).
• Return all Confidential Information and proprietary materials or destroy them (with written confirmation).
• Transfer back all Personal Information (if acting as Operator) within 30 days and confirm confidentiality.

Key Obligations:

• Service Provider must act in good faith, comply with all laws, and adhere to SANParks’ Internal Rules (including security and OHS requirements).
• Must appoint a Key Account Manager (and substitute) to liaise with SANParks.
• Must maintain insurance coverage and indemnify SANParks for breaches, negligence, or wilful misconduct.
• Must not subcontract without SANParks’ written consent.
• Must comply with Force Majeure, audit, and reporting requirements as outlined in the Agreement.

Confidentiality:

• Both parties must keep Confidential Information private and secure, with limited exceptions (e.g., legal requirements, prior consent).
• Obligations survive termination.

Intellectual Property:

• All Deliverables and embedded Intellectual Property vest in SANParks.
• Service Provider must cede all rights, title, and interest in Deliverables to SANParks.
• Service Provider grants SANParks an exclusive right to alter and adapt Deliverables.

Dispute Resolution:

• Disputes are first referred to senior representatives for negotiation.
• If unresolved within 14 Business Days, disputes are escalated per clause 33 (or legal proceedings if urgent).

• The project aims to pioneer three Mega Living Landscapes (MLLs) to conserve 2 million hectares of biodiversity-rich land.
• It will foster sustainable economic opportunities for local communities, focusing on women and youth.
• It will build robust conservation management institutions and demonstrate the transformative potential of the MLL concept.
• The project has five components: 1) Creating sustainable MLL institutional mechanisms and governance structures; 2) Fostering and enhancing sustainable economic opportunities and socio-economic empowerment; 3) Improving inclusive conservation in the MLLs; 4) Knowledge management; 5) Monitoring and evaluation.
• Key outputs include establishing MLL governance structures with community participation, developing landscape-level framework plans, delivering capacity building programs, creating portfolios of socio-economic development initiatives, facilitating new protected area declarations, and implementing collaborative conservation activities.
• The project focuses on three geographic areas: Greater Addo MLL (Eastern Cape), Barberton/Makhonjwa MLL (Mpumalanga), and Eastern Grasslands MLL (Eastern Cape).
• The project duration is 72 months (6 years).

• The project employs a transformative approach to conservation, moving from traditional protected areas to large, interconnected Mega Living Landscapes (MLLs).
• It involves five components: institutional governance, economic empowerment, inclusive conservation, knowledge management, and monitoring & evaluation.
• Activities include establishing participatory governance structures, developing landscape plans, capacity building, creating socio-economic initiatives, facilitating new protected area declarations, and implementing on-ground conservation actions.
• The methodology emphasizes collaboration with multiple stakeholders, including local communities, women, youth, government, private sector, and NGOs.

• The project requires capacity building programs for SANParks, MLL governance members, management teams, and local community leadership.
• It involves bespoke leadership and management training, ongoing coaching, and landscape-level capacity building on inclusive conservation, adaptive management, biodiversity monitoring, and ecosystem restoration.
• The aim is to ensure successful implementation and effective management of self-sustaining MLLs.

• The project includes a Monitoring & Evaluation component with outputs for project progress reports, midterm evaluations, and annual lessons learnt workshops.
• Project management costs are specified.

• Total GEF financing: $9,673,000 (Grant: $8,874,312; Agency Fees: $798,688).
• Total co-financing: $62,042,930.
• Project Preparation Grant (PPG): $300,000 with $27,000 agency fees.
• Total GEF resources (including PPG): $10,000,000.
• Financial allocations are detailed across five project components and project management costs.

• Total GEF financing is $9,673,000, comprising a GEF Project Grant of $8,874,312 and Agency Fee(s) Grant of $798,688.
• Total co-financing is $62,042,930.
• A Project Preparation Grant (PPG) amount is $300,000 with an agency fee of $27,000.
• Total GEF resources (including PPG) amount to $10,000,000.
• Funds are allocated across five project components and project management costs.

• The project must align with national policies including the National Development Plan, the White Paper on Conservation and Sustainable Use of South Africa’s Biodiversity, and SANParks Vision 2040.
• It must contribute to global environmental objectives, particularly the Kunming-Montreal Global Biodiversity Framework (GBF) and its 30x30 target.
• The project emphasizes gender equality, women’s empowerment, and stakeholder engagement.
• It requires inclusive governance with effective representation and participation of local communities, women, and youth in decision-making.
• Environmental and social safeguards must be addressed.

• The project design emphasizes inclusive governance and stakeholder participation, particularly involving local communities, women, and youth.
• It aims to foster community ownership and pride in safeguarding biodiversity.
• The approach seeks to mitigate risks from limited financial resources and poor capacity for effective conservation management.

• The project directly addresses biodiversity loss, climate change impacts, and pollution.
• It aligns with the Global Biodiversity Framework (GBF) and South Africa's 30x30 target.
• Environmental and social safeguards are required.
• The project focuses on creating large-scale, interconnected landscapes to enhance ecological connectivity and resilience.

• Monitoring and evaluation is a dedicated project component.
• Key outputs include M&E reports (progress reports and midterm evaluations) for corrective actions and adaptations.
• Annual lessons learnt workshops must be held between main stakeholders.
• Gender equality and women’s empowerment are highlighted as policy requirements.

While explicit bidder qualifications are not detailed in the provided excerpt, the document implies the partner must have: Expertise in developing and implementing innovative conservation finance mechanisms (e.g., blended finance). Strong capability in financial modelling, forecasting, and strategy. Proven experience in stakeholder engagement, particularly with IP&LCs, private sector, and government. Demonstrated ability in socio-economic development, SMME support, and skills training. Experience in protected area expansion, management, and biodiversity conservation. Institutional capacity to manage a multi-year, multi-million dollar project aligned with GEF/GBFF standards.

• Project Objective: Develop and implement durable financial mechanisms to enhance and sustain the effective functioning of three Mega Living Landscapes (MLLs) in South Africa.
• Component 1: Enabling conditions for durable financial mechanisms to effectively establish and manage three of SA’s MLLs.
• Output 1.1.1: Options study reviews current architecture of SANParks to mobilise and implement financial resources for the MLLs and proposes improvements.
• Output 1.1.2: Integrated long-term financial planning to deliver the 3 MLLs developed and utilized, including an Investment Framework, high-level long-term forecast model, and detailed SANParks Funding Strategy.
• Output 1.2.1: Identification and feasibility study of a suite of durable finance mechanisms.
• Output 1.2.2: At least two mechanisms per MLL developed into detailed implementation plans showing how benefits accrue to IP&LCs.
• Component 2: Resources mobilised and activities on the ground.
• Output 2.1.1: Implementation of at least two financial mechanisms per MLL.
• Output 2.1.2: Capabilities programme: Improvements in capabilities to use forecast modelling, develop financial strategies, and raise and disburse financial resources.
• Output 2.2.1: Technical support to consult, identify, assess, and prepare legal and technical documentation for declaration of PAs and addition of conservation areas.
• Output 2.2.2: Effective management of existing PAs increased by new systems, TA, and training for sufficient budget, security, and management.
• Component 3: Increased IP&LCs participation in the 3 MLLs.
• Output 3.1.1: Skills development and SMME incubation support for IP&LCs to be active participants and beneficiaries.
• Output 3.2.1: Portfolio of inclusive and sustainable socio-economic development initiatives implemented, creating MLL-based opportunities for local community enterprises, with focus on women-led and youth-led initiatives.
• Component 4: Project Monitoring & Evaluation and Knowledge Management.
• Output 4.1.1: Project monitoring including independent mid-term and terminal evaluation.
• Output 4.1.2: Knowledge management products and activities delivered.
• Project Geography: Focus on three MLLs: Greater Addo (Eastern Cape), Greater Kruger (Barberton-Makhonjwa), and Eastern Grasslands (Eastern Cape bordering Lesotho).
• Environmental Context: Addresses biodiversity loss, climate change impacts, pollution, unemployment, poverty, inequality, and land degradation.
• Core Indicators: 50,000 ha of Terrestrial Protected Areas newly created; 892,750 ha under improved management effectiveness; 40,000 ha of communal and private lands under improved management; 27,465 people (40% men, 60% women) directly benefiting.

• Project Approach: Implement an adaptive, catalytic, and sustainable Landscape-level Financing Framework in each MLL, aligning diverse financial mechanisms with conservation and socio-economic goals.
• Leverages funding sources: biodiversity credits, carbon financing, public-private partnerships.
• Exemplar: Greater Kruger Finance Strategy, evolving with landscape and scaling investments.
• Complementary Model: Project Finance for Permanence (PFP) feasibility study (co-financed by WWF) to secure all necessary funding at single closing, establishing long-term, well-managed, sustainably financed conservation areas benefiting local communities.
• Assessment Methodology: RAG (Red-Amber-Green) criteria to evaluate financial mechanisms based on scale of funding, sustainability, market appetite, regulatory alignment, and implementation feasibility.
• Key Components and Outputs:
• Component 1: Enabling conditions for durable financial mechanisms.
• Component 2: Resources mobilised and activities on the ground.
• Component 3: Increased IP&LCs participation.
• Component 4: Project Monitoring & Evaluation and Knowledge Management.
• Future Narratives: Based on axes of uncertainty—level of climate change and socio-economic conditions—affecting awareness of interwoven nature of people and nature.
• Climate Change Mitigation: Size and connectivity of MLLs offer mitigants against climate change impacts.

• Builds on existing partnerships and initiatives:
• Greater Addo: SANParks teams, Eastern Cape Parks & Tourism Agency (ECPTA), SANParks/CSA experience with Greater Kruger Funding Strategy and financial forecast model, initiatives to improve revenue from tourism, game products value chains, regenerative agriculture, community/social initiatives supported by restoration programs.
• Eastern Grasslands: SANParks & WWF partnership towards declaration of Grasslands National Park, Umzimvubu Catchment Partnership, community/social initiatives.
• Barberton/Makhonjwa: MOU between SANParks and Care for Wild (CFW) for rhino rehabilitation, CFW's experience in raising philanthropic finance, strategic partnerships with private sector, community/social initiatives.
• Durable financing development will draw on:
• CFW’s experience in raising philanthropic finance through strategic partnerships.
• CFW’s co-management agreement with MTPA to manage Barberton Nature Reserve, utilizing donor funding and sustainable finance initiatives.
• CFW’s relationship with Barberton Chamber of Business for private sector expansion.
• CFW’s strategic partnerships linking private sector value chains to conservation and community initiatives.
• Initiatives related to carbon credits, biodiversity offsets, and specie bonds considered across landscapes.

• SANParks primarily generates revenue through tourism activities (park entry fees, accommodation).
• Historical and projected revenue analysis indicates growth areas and potential shortfalls.
• National Treasury has deemed a significant increase in SANParks MTEF allocation not a priority.
• Project Management Cost (PMC): GBFF 211,293.
• Total Project Cost: 4,437,156.
• Key drivers affecting financial sustainability include socio-economic conditions (e.g., mining, land degradation) and future climate change (e.g., heat, flooding, fire).

• Aligns with National Development Plan goals to reduce unemployment, eradicate poverty, reduce inequality, and achieve a decent standard of living by 2030.
• Supports the White Paper on Conservation and Sustainable Use of South Africa’s Biodiversity.
• Commits to meeting global environmental objectives, particularly the Kunming-Montreal Global Biodiversity Framework (GBF) mission and Target 3 (30x30).
• Requires an "all-of-society" approach involving DFFE, private sector entities, national and provincial authorities, local communities, NGOs, and other stakeholders.
• Focuses on inclusive socio-economic benefits for IP&LCs, including skills development, SMME incubation, and sustainable economic opportunities.

• Aligns with GBFF Action Areas: Contributing to GBF Target 3; Providing direct support to IP&LC groups for participation in decision-making and access to justice and information (Target 22); Resource mobilisation (Targets 18 and 19).
• Addresses triple environmental threats: biodiversity loss, climate change impacts, and pollution.
• Project Geography: Focuses on three MLLs in areas with impoverished communities lacking meaningful socio-economic benefits from biodiversity.
• Environmental Context: South Africa is megadiverse with high levels of endemic species; faces severe biodiversity loss, climate change vulnerability, and pollution.
• Specific MLL Challenges:
• Greater Addo: Land degradation from poor grazing management and climate change; renewable energy projects impact wilderness and ecotourism; high poverty and unemployment.
• Greater Kruger (Barberton-Makhonjwa): Habitat transformation from agriculture, mining, forestry, urban development; ecological degradation from poor grazing, fire management, invasive plants; legal and illegal mining issues.
• Eastern Grasslands: Land degradation and soil erosion from invasive plants, bush encroachment, inappropriate grazing, fire management; high poverty, unemployment, legacy of migrant labour, low literacy and skills.
• Barriers Addressed: Limited financial resources and diversity; inadequate institutional capacity for resource mobilisation; short-term planning and lack of long-term vision; fragmentation between national and landscape-level planning; insufficient stakeholder engagement and partnership development; insufficient participation and socio-economic benefits for IP&LCs.
• Project Baseline: SANParks faces funding challenges despite generating revenue; relies on tourism income insufficient for operational costs, infrastructure backlog, and MLL establishment; government allocations declining; need for diversified funding mechanisms and enhanced financial management capabilities.

• Project monitoring including independent mid-term and terminal evaluation.
• Knowledge management products and activities delivered.
• The project's ability to generate global environmental benefits remains positive.
• Alignment with key national instruments such as National Biodiversity Strategies and Action Plans and SANParks Vision2040.
• Level of policy coherence and coordination across multiple ministries, agencies, private sector, and civil society.
• Ability to mobilize resources of the private sector and philanthropies remains high.
• Ability to engage with and provide support to IP&LCs remains central to achieving the objective.