Feasibility & business case for embalenhle waste transfer station – gauteng tender

supply agreement. The SLA will serve as a tool to measure, monitor, and assess the

supplier performance and ensure effective delivery of service

RFP and during the subsequent evaluation processes. IDC however reserves the right to

12. Evaluation criteria and weightings 8

5. Technical evaluation criteria 19

12.2. Phase 2: Technical/ Functionality Evaluation

disqualified and will not be considered for further evaluation on the Other Functional

Note: The minimum qualifying score for functionality is 70%. All bidders that fail to achieve

the minimum qualifying score on functionality shall not be considered for further

evaluation on Price and Specific Goals.

12.3. Phase 3: Preference Point System

All bids that achieve the minimum qualifying score for Functionality (acceptable bids) will be

evaluated further in terms of the preference point system, as follows

Criteria points

Specific Goals1 20

1Specific Goals for this tender and points that may be claimed are indicated per table below

Specific goals (80/20

Total points 20

2Black ownership: 100% black owned entities will score the full 10 points (if 80/20 system), and

between 51% - 99.99% black owned entities will score 4 points (if 80/20 system).

is 70%. All bidders that fail to achieve

considered for allocation of points on Specific Goal

This contract will be awarded to the bidder scoring the highest points unless an objective

supplier performance and ensure effective delivery of service, quality and value-add to

scorecard on how their product / service offering is being measured to achieve the

responses being received late. IDC’s e-mail servers are configured to receive e-mails with

sizes up to 50MB.

4.5. The IDC will not be held responsible for any of the following:

4.5.1. bid responses sent to the incorrect email address.

4.5.2. bid responses being inaccessible due to non-standard electronic file formats being

utilised to submit responses by bidders.

4.5.3. any security breaches and unlawful interception of tender / bid responses by third

parties outside the IDC’s IT network domain.

4.5.4. bid responses received late due to any IT network related congestions and/or

technical challenges; and

4.5.5. bid responses with file size limits greater than IDC’s e-mail receipt capacity of 50MB.

4.6. Only responses received via the specified email address will be considered.

4.7. Where a complete bid response (Inclusive of all relevant Schedules) is not received by the

IDC in its electronic email tender box https://idcza-

my.sharepoint.com/:f:/g/personal/tinyikou_idc_co_za/IgDcA-95-W-

FRrB8IihdWMNSAcQX1YUV32KwfCw1N-l3-Po by the closing date and time, such a bid

response will be regarded as incomplete and late. Such late and / or incomplete bid will be

disqualified. It is the IDC’s policy not to consider late bids for tender evaluation.

4.8. Amended bids may be sent to the electronic tender box https://idcza-

my.sharepoint.com/:f:/g/personal/tinyikou_idc_co_za/IgDcA-95-W-

FRrB8IihdWMNSAcQX1YUV32KwfCw1N-l3-Po) marked “Amendment to bid” and should

be received by the IDC before the closing date and time of the bid.

bid.

5.4. The bidder should check the numbers of the pages of its bid to satisfy itself that none are

missing or duplicated. No liability will be accepted by IDC in regard to anything arising from

the fact that pages of a bid are missing or duplicated.

5.5. Bidder’s tax affairs with SARS must be in order (tax compliant status) and bidders must

provide written confirmation to this effect as part of their tender response.

5.6. In the event that the bidding structure is a Prime Contractor with Sub-contractor/(s), then

the Prime Contractor must not hold lower % of the contract value than any of the

subcontractors.

to plan for budget allocations over the full lifecycle of the intervention. All these financial

statements should be stated over the full useful life of the asset in current prices (i.e.

Nominal rand) using clearly specified rates of inflation to escalate costs which should

include amongst others:

• An expenditure statement - This should detail all the payments that will be required to

deliver the project/programme.

• A funding & budget statement - This should show all the resources that will be mobilized

to implement the proposal and support the operation of the asset over its full lifecycle.

• A cash-flow statement - A comprehensive account of the annual inflows and outflows of

cash associated with the proposal because of capital, operations, and financing activities

over the full lifecycle of the asset.

• A contingent liability statement - The contingent liability statement should give details of

all explicit liabilities that will accrue to government that includes external financing

whether the external finance is in full or in part or as part of a blended financing

arrangement.

• Clearly describe the overall approach to project

preparation, feasibility assessment, transaction

advisory and implementation readiness.

• Demonstrate how the methodology aligns with the

phased and deliverable-based structure of the

scope of work.

• Explain how technical, environmental, economic,

financial, commercial and institutional inputs will be

integrated to produce coherent, decision-grade

outputs.

• Describe the bidder’s quality assurance and quality

control (QA/QC) processes to ensure accuracy,

consistency and robustness of deliverables.

• Describe the approach to risk identification,

management and mitigation throughout the

assignment.

• Demonstrate an understanding of key stakeholder

interfaces, approvals and decision points relevant

to the assignment.

9.1. By submitting a bid in response to the RFP, the bidder will be taken to offer to render all or

any of the services described in the bid response submitted by it to the IDC on the terms

and conditions and in accordance with the specifications stipulated in this RFP document.

9.2. The bidder shall prepare for a possible presentation should IDC require such and the bidder

will be required to make such presentation within five (5) days from the date the bidder is

notified of the presentation. Such presentation may include a practical demonstration of

products or services as called for in this RFP.

9.3. The bidder agrees that the offer contained in its bid shall remain binding upon him/her and

receptive for acceptance by the IDC during the bid validity period indicated in this RFP and

its acceptance shall be subject to the terms and conditions contained in this RFP document

read with the bid.

9.4. The bidder furthermore confirms that he/she has satisfied himself/herself as to the

correctness and validity of his/her bid response; that the price(s) and rate(s) quoted cover

all the work/item(s) specified in the bid response documents; and that the price(s) and

rate(s) cover all his/her obligations under a resulting contract for the services contemplated

in this RFP; and that he/she accepts that any mistakes regarding price(s) and calculations

will be at his/her risk.

9.5. The successful bidder accepts full responsibility for the proper execution and fulfilment of

all obligations and conditions devolving on him/her under the supply agreement and SLA to

be concluded with IDC, as the principal(s) liable for the due fulfilment of such contract.

9.6. The bidder accepts that all costs incurred in the preparation, presentation and

demonstration of the solution offered by it shall be for the account of the bidder. All

supporting documentation and manuals submitted with its bid will become IDC property

unless otherwise stated by the bidder/s at the time of submission.

compacted before being transported to the licensed Leandra regional landfill site. The

facility will include a hopper/compactor area, public drop-off skips, a recyclable sorting area,

and necessary support infrastructure. The project is currently on Feasibility Stage.

2.1.7. Govan Mbeki Local Municipality is a Category B1 municipality, which is a local authority

falling under the Gert Sibande District. As a B1 municipality, it is characterised by being a

secondary city, it is a key economic hub (mining, manufacturing, trade) with major towns

like Secunda, known for its significant coal industry, serving an estimated population of over

310,117 people across 131,729 households.

delivery option and ensure all foreseeable legal requirements are met for the development

of the project. These, amongst others, can include:

• Review all relevant documentation related to the project including contracts, permits,

licenses, leases, financial statements, and other legal and transactional documents.

• Statutory posturing, compliance, and adherence to the operating model and

infrastructure delivery and management model.

• Analyse legal risks, risk mitigation, and liabilities pursuant to the business case

development.

• Legal due diligence for the draft Heads of Terms, contracts, commercial terms, and

service level agreements.

• Prepare documentation, including legal and funding agreements, Board resolutions and

any other activity associated with the funding process.

ix. Risk Assessment and sensitivity analysis

• Risk assessment -The bidder should conduct a Risk assessment of the project and

develop a risk matrix that identifies the project’s risks.

• Sensitivity Analysis- The bidder should conduct a sensitivity analysis to methodically

test the responsiveness of the project’s selection criteria (NPV, ENPV or any other

relevant criterion).

x. Procurement plan

2.1. Background

2.1.1. Infrastructure South Africa (ISA) is a central government agency responsible for coordinating

and driving the national infrastructure investment programme, with the intent of improving

infrastructure investment and delivery. This is accomplished through, inter alia, the

development and implementation of high-impact infrastructure projects. ISA derives its legal

mandate from the Infrastructure Development Act (IDA). The IDA (Act ) is aimed

at fast-tracking regulatory decision-making and speeding up the implementation processes

of strategic infrastructure projects. ISA implements its mandate in partnership with project

owners.

2.1.2. In line with one of the State’s priorities of the seventh administration, namely Priority 6 - A

capable, ethical, and developmental state, ISA is cognisant of the need to enhance state

capacity. This has necessitated the implementation of the Presidential Infrastructure

Coordinating Commission (PICC) Council resolution of November 2024 that approved the

implementation of the Adopt A Municipality Pilot Programme (AAM) in four (4) local

municipalities, focusing on various sectors including waste management. ISA’s role is to

assist the four local municipalities with technical support in developing business cases for

identified projects and transaction advisory with the intention of assisting with securing of

the programme/project finance and funding.

2.1.3. In this context, the Industrial Development Corporation (IDC), acting on behalf of

Infrastructure South Africa (ISA), intends to appoint a suitably qualified and experienced

service provider with demonstrated expertise across the built environment, financial,

economic and transaction advisory disciplines to support the business case preparation of

the eMbalenhle Waste Transfer Station project in the Govan Mbeki Local Municipality

(Glm).

2.1.4. The appointment is intended to support project preparation activities, including feasibility-

level assessments, transaction advisory and implementation readiness, with the objective

of enabling informed decision-making and facilitating the mobilisation of funding for the

implementation of the eMbalenhle Waste Transfer Station project in the Govan Mbeki

Local Municipality (GLM).

2.1.5. GLM faces a critical shortage of local landfill airspace (Secunda landfill nearing capacity,

Kinross landfill requires closure), operational inefficiencies due to long haulage distances

for waste collection vehicles, significant environmental degradation from illegal dumping,

and the legislative mandate to ensure proper waste management.

2.1.6. Govan Mbeki Local Municipality (GLM) proposes establishing a Regional Waste

Transfer Station (WTS) at eMbalenhle. The WTS will serve as a central point for receiving

approximately 260 m3 per day of general domestic waste, small-quantity building rubble,

and garden waste from eMbalenhle, Charl Cilliers, Evander, Kinross, Trichardt, and

3.1. Scope of work overview

3.1.1. The bidder is required to prepare the following deliverables which are:

i. Phase 1 - Detailed review and Gap Analysis: the bidder will review the needs

analysis, the technical options analysis, and the service delivery analysis contained

in the Early Business Case and update these in accordance with the outcomes of the

feasibility study. The bidder is also required to do a gap analysis.

ii. Phase 2 - Comprehensive Bankable Feasibility study: the bidder shall conduct the

Project Feasibility Study (technical, economic, social, environmental, institutional, and

financial), including a value assessment of the preferred technical and contracting

option. The bankability of the Project must be underpinned and supported by a

detailed financial model that demonstrates amongst others, the project viability,

affordability, sustainability and risk analysis and its mitigation strategies and any other

critical elements for determining the viability of a project of this nature.

iii. Phase 3 - Intermediate Business Case (IBC) Compilation: Compilation of ISA’s 5-

Case Intermediate Business Case (IBC) and a summarised (twenty (20) to twenty-

five (25) pages summary document utilising the developed comprehensive feasibility

study which covers all the key elements and, is to be used to source funding from

both the fiscus as well as prospective development finance institutions and

commercial banks.

3.2. Detailed scope of work

3.2.1. Phase 1 - Detailed review and Gap Analysis

• Technical Feasibility Options and its Cost Effectiveness: This entails the analysis of

the technical and engineering design of the options; how appropriate they are to

satisfy the project objective(s) and their effectiveness per Rand of investment.

• Environmental Impact Assessment: This assessment focuses on the environmental

impacts of the possible options and ranks them in order of the severity of the impacts.

• Human Resource Assessment: The human resource assessment seeks to identify

the labour and managerial needs of the possible options.

• Institutional Capacity Assessment: This involves the analysis of the alternatives in

terms of the capacity of the Implementing Institution (which could be different from the

Project Sponsor).

• Legal and Regulatory Due Diligence: This involves assessing each alternative to

check alignment with the existing statutory and regulatory framework and to identify

legal barriers

• Service Delivery option analysis: Through this task category, the service provider will

evaluate and recommend a preferred service delivery option as required under

section 78 of the MSA.

and regulatory authorisations required to support the application, which shall include

amongst others:

a) Geotechnical Investigations

b) Air Quality and Noise Impact Assessment

c) Stormwater Management Plan (Including leachate management)

d) Traffic Impact Assessment

e) Review all environmental authorisations obtained and advise on further

authorisation required. It is to be noted that the municipality has already

received authorisations for the EIA and WULA for this project.

f) Identify, scope and complete all necessary applications and processes and support

the Municipality (GLM) to acquire the necessary authorisations.

vi. A socio-economic analysis, Cost benefit analysis

• The bidder should develop a comprehensive social and economic benefits analysis

for the project. The bidder should clearly indicate the project’s impact on all segments

of the society via the calculation of economic performance indicators such as the

Economic Net Present Value (ENPV), the Economic Rate of Return (ERR) and Cost-

Effective Ratios (CER).

• The bidder should undertake a Cost Benefit Analysis (CBA) and Cost Effectiveness

Analysis (CEA) to assess their economic viability. The analysis should focus on social

aspects, gender, climate change, environmental impact and other factors, and all

applicable economic indicators will be used to determine economic indicators.

vii. Financial Modelling

bankability and confirmation of finance source.

3.2.3. Phase 3 - Intermediate Business Case (IBC)

The outputs of Phase 2 shall be structured such that they can be consolidated into ISA’s

5-Case Intermediate Business Case (IBC) and a summarised (twenty (20) to twenty-five

(25) pages) document, should this be required by a funding or approving authority.

i. Compiling the Intermediate Business Case (IBC): Compilation of a decision-ready IBC

aligned to the 5-case Model to support approvals and funding applications. The IBC

must provide a structured, evidence-based assessment across the five dimensions of

the 5-case model (see annexure 1 below).

ii. The abridged summary document should effectively communicate the business case

in twenty (20) to twenty-five (25) pages with additional information attached as

annexures. The following items should be clearly explained in the business case

document:

• Description and objectives of the project
• Demand and Market analysis
• Options analysis
• Socio-economic analysis
• Financial model and budget statement
• Risk statement and management plan
• Procurement statement
• Institutional and operational readiness

3.3. General

a. Progress meetings shall be held with ISA and GLM on a bi-weekly basis.

b. The Service Provider shall inform ISA and GLM prior to contacting any third parties to

obtain information or discuss the project details.

c. The service provider will be required to sign a non-disclosure agreement (NDA).

3.4. Additional Information

a. The following shall be provided to the appointed bidder at contracting stage:

• Completed Early Business Case Document.
• Municipal Waste Management Masterplan.
• Design Drawings.
• Environmental Impact Assessment.
• Water Use Licence Application Authorisation Document.

b. Available documents for all bidders:

Annexure 1: ISA 5 Case Model Business Case ISA-Journey_Navigating-Infrastructure-

Guideline Project-Appraisal-Approval_2024.pdf

infrastructure project preparation, undertaking technical

feasibility studies, transaction advisory, implementation

readiness and business case development, particularly

within the waste management sector or similar

infrastructure environments.

The bidder must provide three (3) references of projects

undertaken in similar projects; a contactable reference

must be given (name, designation, and relationship in the

project, email, and telephone). If such information is not

given, the reference shall be deemed to be invalid.

Refer to Table (a) Annexure 1 of this document for the

response format provided.

of 5 years’ post professional registration experience (for regulated

professions). The bidder shall ensure that the proposed team

provides appropriate coverage across the following competency

areas. The Team must include the following as a minimum:

i. Project Lead – must be registered with the Environmental

(Eapasa).

ii. Environmental Specialist - must be registered with South

(Sacnasp).

iii. Project Manager/Technical Lead (Civil or Structural

Engineer) – Must be registered with ECSA (Pr. Eng), with

experience in waste management.

iv. Finance Lead – must be registered with SAICA/SAIPA.

Financial Modelling and Valuation Analyst (FMVA)

certification would be advantageous.

v. Economics Lead – with at least 10 years’ experience in

socio-economic impact assessment and cost-benefit

analysis.

vi. Any additional resources that the bidder considers

essential for the project must be included as part of the

proposed team. These resources must possess relevant

experience and maintain valid registration with the

applicable statutory or professional bodies appropriate to

their roles.

Activity/ Deliverable Resource(s)* Rate/Hour Number Total Cost

per resource of hours (VAT Excl.)

PHASE 1 – INFORMATION REVIEW AND GAP ANALYSIS (Ref. to SOW 3.2.1)

i. Collect, collate and review

ii. Analysis reports (needs, technical options and

implementation)

iii. Information gap analysis report

iv. Detailed inception plan/report

Disbursements (Phase 1)

Sub-Total VAT excl. (Phase 1)

VAT @ 15%

Total Vat incl. (Phase 1)

PHASE 2 – COMPREHENSIVE BANKABLE FEASIBILITY STUDY (Ref. to SOW 3.2.2)

i. Justification, needs analysis and objectives of

the Project

ii. Demand Analysis

iii. Options Analysis

iv. Site Establishment Due Diligence

v. Specialist Studies / Regulatory Authorisations:

• Geotechnical Investigations
• Air Quality and Noise Impact Assessment

• Stormwater Management Plan

• Traffic Impact Assessment

• Review all environmental authorisations (EA)

obtained and advise on further authorisation

required. (Note: EIA & WULA are already

authorised)

• Obtain any other relevant environmental

authorisation/permits, if required.

vi. A socio-economic analysis, Cost-benefit analysis

vii. Financial Modelling

viii. Legal Review

ix. Risk Assessment and Sensitivity Analysis

x. Procurement Plan

xi. Institutional and Operational Readiness

xii. Funding Mobilisation

Disbursements (Phase 2)

Sub-Total VAT excl. (Phase 2)

VAT @ 15%

Total Vat incl. (Phase 2)

Activity/ Deliverable Resource(s)* Rate/Hour Number Total Cost

per resource of hours (VAT Excl.)

PHASE 3 – INTERMEDIATE BUSINESS CASE COMPILATION (Ref. to SOW 3.2.3)

Compiling the Intermediate Business Case (IBC)

Twenty (20) to twenty-five (25) page summary document,

with additional information attached as annexures

Disbursements (Phase 3)

Sub-Total VAT excl. (Phase 3)

VAT @ 15%

Total Vat incl. (Phase 3)

Table (a) Details of the bidder's experience To Develop Feasibility, A Business Case, Provide Advisory Services, And Ensure Implementation

Readiness For Waste Transfer Station Project (please refer to Section 2 par 5.1.1):

the bidders’ approach to accomplishing the assignment to allow effective planning

and scheduling of all activities required to support the bidders’ efforts.

3.2.2. Phase 2 - Comprehensive Bankable Feasibility Study

5.1.2. Bidder’s proposed methodology and partially not

demonstrating a clear, logical and coherent approach to

delivering the scope of services set out in the Scope of

work section 3.2 – 3.2.1 to 3.2.3

contract and whose bid is functionally acceptable and financially advantageous to the IDC.

8.3. The IDC reserves the right to conduct site visits at bidder’s corporate offices and / or at

client sites if so required.

8.4. The IDC reserves the right to request all relevant information, agreements, and other

documents to verify information supplied in the bid response. The bidder hereby gives

consent to the IDC to conduct background checks, including FICA verification, on the

bidding entity and any of its directors / trustees / shareholders / members.

8.5. The IDC reserves the right, at its sole discretion, to appoint any number of vendors to be

part of this panel of service providers, if applicable (i.e., where a panel is considered).

8.6. The IDC reserves the right of final decision on the interpretation of its tender requirements

and responses thereto.

8.7. The IDC reserves the right to consider professional conduct and experiences it had with any

bidder which rendered similar services to the IDC in the past 5 years over and above the

references put forward by the bidder in its response.

1 Bidder’s relevant experience 30

2 Bidder’s proposed Methodology & approach 30

3 Bidder’s proposed project plan 10

4 Qualifications, Skills and experience of key personnel 30

Total 100%

Note: The minimum qualifying score for functionality is 70%. All bidders that fail to achieve

the minimum qualifying score on functionality shall not be considered for further

evaluation on Price and Specific Goals.

12.3. Phase 3: Preference Point System

All bids that achieve the minimum qualifying score for Functionality (acceptable bids) will be

evaluated further in terms of the preference point system, as follows:

5.1.1. Bidder’s experience comply

5.1.4. Qualifications and skills of key personnel comply

The bidder’s personnel for the proposed team must have relevant

qualifications, skills, and experience in infrastructure project

preparation, undertaking technical feasibility studies, transaction

advisory and implementation readiness, particularly within the

waste management sector or similar infrastructure environments.

• The structure and composition of the proposed team,

clearly outlining the main disciplines/ specialties of this

project and the key personnel responsible for each

specialty. Please refer to Table (b) Annexure 1 of this

document for the format in which the required information

must be provided.

• Curriculum Vitae (CVs) of key personnel, clearly

highlighting qualifications, professional registration

(where applicable), and experience relevant to the scope

of this assignment.

• Proof of professional registration with applicable statutory

bodies.

Section 4: annexures

Annexure 1: response format for section 2

Bidder’s Experience and the proposed Project Team

Client’ Project Project Sector Project period (End Date) performed and extent address and

Name description Cost (Start Date) of Bidder's telephone contact

responsibilities of client

Table (b) Details of the key personnel of the bidders’ proposed team: (please refer to par 5.1.4 of Section 2 of this RFP document):

procurement laws of the State detailing the selected packaging, contracting, pricing, and

targeting options for all the required goods and services or a combination thereof as well as

the procurement procedure to ensure alignment to Constitutional requirements and

other legislative requirements. The rationale for adopting a particular option(s) compared to

alternatives must be clearly demonstrated. A Procurement Strategy must include the

following:

• The procurement needs of the project or programme.
• Delivery method, Contracting and Pricing strategy.
• Procurement targeting and procedure.

xi. Institutional and Operational Readiness

Section 3: cost proposal

Section 3: cost proposal

1. NOTE: All prices must be VAT inclusive (where applicable) and must be quoted in

South African Rand (ZAR).

2. Are the rates quoted firm for the full period of the contract? YES NO

Important: If not firm for the full period, provide details of the basis on which price adjustments

shall be applied e.g., CPI etc.

3. All additional costs associated the bidder’s offer must be clearly specified and included in

the Total Bid Price.

4. Is the proposed bid price linked to the exchange rate? Yes No

rates as set out in the National Treasury Instruction /2017: Comply

Cost Containment Measures which took effect from 01 January 2014,

where relevant.

of the referenced National Treasury Instruction: Cost Containment

Measures. The “Guide on Hourly Fee Rates for Consultants” as issued

by the Department of Public Service and Administration (DPSA); or