the university of south africa invites suitably qualified ... · • document control/management...

Specifications for PMO Services

The University of South Africa invites suitably

qualified service providers to express their

interest to participate in a

Public Tender Process to Provide the

University with Professional Project

Management Services

Tender Specification Document

Tender Ref. No:

PT 2019-13

Date of Issue:

November 2019


Table of contents

1. Overview

2. Proprietary and Confidential Information

3. Dealing with the University of South Africa

4. Registration and Compulsory information session

5. Optional Pre-Screening of Mandatory Supporting Documentation

6. Closing Date of Tender Submission

7. Mandatory Requirement

8. Other Requirements

9. Pricing Terms

10. Payment Terms

11. Sub-Contracting

12. Joint Arrangements

13. Scope of Works

14. Evaluation Criteria


1. OVERVIEW

The University of South Africa (UNISA) is a public higher education institution governed in terms of the

Higher Education Act, 101 of 1997, as amended.

The Facilities Management Department strives to provide the physical and educational environment that

is easily accessible to enable learning to take place. The Department has a goal to ef fectively manage,

maintain and expand the inf rastructure of Unisa within country’s relevant f ramework, policies, directives

and legislation. The Department’s Project Management Directorate is responsible for the management

of the University Estates inf rastructure development and refurbishments projects. This includes

engaging the University community and external specialists to ensure that projects are executed in line

with the planned budget timelines by applying project management principles and contract management

to achieve this objective. The Project Directorate has the responsibility to provide delivery capabilities

for the refurbishment and expansion of the Unisa property portfolio in conjunction with Property

Management Directorate; while the Maintenance Directorate assumes the role of “maintainer of

operability” to all facilities.

Given its huge mandate as def ined above, Facilities Management (University Estates) is expected to

roll out various construction project ranging f rom green-f ield, OHS compliance, and

renovation/refurbishment projects across Unisa campuses and Regional centres. In addition, the

Department of Higher Education & Training has allocated funds over the coming three-year period,

2018/19 to 2020/21 as partial funding for a number of projects.

Consistent with UNISA’s 2030 strategy, UNISA’s Campus Master Plan has identif ied a need to expand

the current on-site and of f -site accommodation to provide modern multi-use accommodation options.

The aim is to create access to a safe and secure environment by providing modern, f lexible, multi-use

facilities, at a reasonable market related cost. In addition, to create on and of f -site space that services a

wide range of stakeholders, including staf f, students, and external users.

Notwithstanding the adoption of the Project Lifecycle methodology as a tool for ef fective delivery of

inf rastructure projects, the Facilities Management (FM) department does not have suf f icient human

resources capacity with adequate experience to execute major cap ital projects using the PMO lifecycle

methodology

To respond to our vision of being an African University shaping futures in the service of humanity, UNISA

has decided to engage in partnerships with private or public institutions on major inf rastructure projects

where the university’s resources are limited. This will allow the university to deliver f irst class facilities in

line with the functional requirements.

Given the above def iciencies; the Facilities Management Department has resolved to appoint an external

Project Management Company to of fer professional expertise and assistance with the rollout of the large

capital projects in the coming four years and other cross-functional professional technical and advisory

services as and when required. The appointed service provider will be required to bring its own personnel


to complement the Departmental capacity def iciencies, and furthermore conduct skills transfer to the

Department’s existing staf f members.

This EOI therefore calls for a suitably qualif ied service provider to support UNISA in the maturation of

the PMO lifecycle methodology, through the establishment of a dedicated ‘Project Management Of f ice’

(PMO) staf fed with project management and related professionals in the built environment over the

period of 4 years. The PMO will over the 4 year period, act as the owners Engineer in the delivery of

four build projects namely the Johannesburg Learner Centre, Umtata Regional Centre, Nelspruit

Regional Centre and the Uvongo Regional Centre, providing specif ic technical and advisory built

environment project management expertise to UNISA on a dedicated and on an as and when required

basis on other projects It is envisaged that the four build projects will be delivered by an EPC contract

on an EPC Turnkey Projects Agreement or similar. The EPC Contractor will take ultimate responsibility

for delivering the f it for the purpose projects in accordance to the employer’s specif ications. The PMO

will be a f irm or JV with a full required built environment project management and related professional

services which include, but may not be limited to,

• Project Management

• Planning and Integration Management

• Architect/s

• Design Engineer/s

• Transaction advisory

• Construction Management

• Engineering Management

• Contract Management

• Stakeholder Management

• Document Control/Management

• Risk and Opportunity Management

• Health, Safety, Quality, and Environmental (SHEQ) Management

The PMO must be strategically and ef f iciently capacitated with experienced experts in their respective

professions and only a service provider, entity or consortium that can provide all the required

multidisciplinary skills and capacity, to constitute such the PMO, may apply.

The PMO service provider should have in their organisation skilled project management and related

professionals in the built environment who can be mobilised at short notice (1-week notice) to meet the

specif ic project lifecycle phase to correspond with the needs that will arise at various stages of the

portfolio of project/s. This implies that the PMO service provider is to actively participate in managing

the capacity requirements of the PMO.


2. PROPRIETARY AND CONFIDENTIAL INFORMATION

All material submitted in response to this tender shall become the property of Unisa. Any conf idential

information provided by a service provider in response to this tender will be held in conf idence and will

only be used for the evaluation of this tender.

3. DEALING WITH THE UNIVERSITY OF SOUTH AFRICA

Service providers must not contact any member of Unisa with respect to queries they may have with

this tender. A compulsory information session will be held during which it is expected that any queries

raised, will be answered.

The service provider shall not disclose any such information or specif ication, whether explicit or implied,

to any third party without the written consent f rom Unisa.

4. COMPULSORY REGISTRATION AND ADMITTANCE TO THE TENDER INFORMATION

SESSION

• A non-refundable tender registration fee of R500.00 is payable by credit or debit card at the

registration session. No cash payments will be accepted.

• Prospective tenderers must read the tender specif ication and bring a copy to the information

session

• Only service provider representatives who are senior members of a relevant business unit,

or are member(s) of the team responsible for tender purposes, will be permitted to attend

the compulsory information session

Registration Date: 3 December 2019

Registration Time: 10h00 – 10h30(Latecomers will not be admitted)

Venue: Dr Miriam Makeba Hall, Winnie Madikizela Mandela building

Preller Street, Muckleneuk Campus, Muckleneuk Ridge, Pretoria

The above-mentioned time frames must be strictly adhered to; latecomers will not be registered

and admitted to the information session. The information session will commence immediately

after registration.


5. OPTIONAL PRE-SCREENING OF MANDATORY SUPPORTING DOCUMENTATION

A non-compulsory pre-screening opportunity will be available to assist service providers to ensure

that their documentation meets the commercial mandatory requirements prior to the closing date of

the tender responses. The pricing requirement does not form part of this opportunity and must only

be submitted on the closing date.

The Supply Chain Management Directorate will be available on:

Date: 11 DECEMBER 2019

Time: 10:00 – 12:00

Venue: OR Tambo Administration building, Level 5, Room 5-18, Preller Street, Muckleneuk

Campus, Muckleneuk Ridge, Pretoria

6. TENDER SUBMISSION AND CLOSING DATE

The original and a sof t copy of the tender must be submitted into the of f icial tender box in a sealed

envelope located in the OR Tambo Administration Building, Fif th Floor room 5-19, Pretoria Muckleneuk

Campus, Preller Street, Muckleneuk Ridge. Please quote the tender reference number

Tender PT 2019/13 on the sealed envelope.

Closing date: 09th of January 2019 @ 12H00

Tenders submitted late will not be accepted or considered.

Points will be awarded for Broad-Based Black Economic Empowerment.

The decision of the UNISA Management Committee on awarding a tender is final.

Unisa reserves the right to appoint, contract with and monitor the performance of any service provider

it deems will of fer the best service in line with its requirements, although it may not necessarily be the

lowest Tenderer. Unisa also reserves the right, in its sole discretion, to re-advertise, not to retender or

not to award the tender.

The tender awarded will be conditional and subject to successful negotiations and signing of a written

contract, failing which Unisa reserves the right to withdraw the tender.


7. MANDATORY REQUIREMENTS

Mandatory requirements will include the following and must be labelled and submitted in the following

order. Failure to comply and submit any one of the documents will disqualify the submission:

Annexure A1: Attendance of compulsory information session. (Attach copy of the registration form

received at the session.)

Annexure A2: Completed and signed Supplier List Application Form (F25) including the PSP form

and bank account details f rom the bank. (www.unisa.ac.za/tenders)

Annexure A3: Resolution to sign on behalf of the tendering unit (www.unisa.ac.za/tenders)

Annexure A4: Current and valid original SARS Clearance Certif icate / e-f iling certif icate PIN

Annexure A5: Copy of company registration documents indicating list of shareholders /

members f rom CIPC / CIPRO

Annexure A6: Pricing template. (The pricing template must be completed)

Annexure A7: Minimum of three recent (not older than f ive years) contactable references f rom

customers to which the tenderer has provided or is providing services that are

substantially similar to the services required. References to exclude work done for

Unisa. Only references f rom the tendering unit will be considered.

Annexure A8: Financial Statements

a. One set (2 years’ comparative f igures) of the most recent audited Annual Financial

Statements together with a signed Independent Auditor’s Report or a signed letter

f rom the Accounting Off icer for Close Corporations must be submitted unless the

reporting entity is exempted in terms of the new South African Companies Act f rom

obtaining an Independent Auditor’s Report. The exempted entity must then submit

a signed Independent Reviewer’s report or signed compilation engagement (ISRS

4410) report f rom any recognised accounting professional body. The annual

f inancial statement submitted must be within six months of the f inancial year-end

to qualify for evaluation.

A complete set of Annual Financial Statements including the following:

• Independent Auditor’s Report (Letter f rom an External

Accountant/Accounting Off icer for Close Corporations)

• Statement of Comprehensive Income (Income Statement)

• Statement of Financial Position (Balance Sheet)

• Statement of Cash f lows

o Statement of Changes in Equity

o Notes to the Financial Statements

No summarized Financial Statements or Extracts of financial statements will be

accepted.

http://www.unisa.ac.za/tenders

http://www.unisa.ac.za/tenders


b. Where the f inancial statements of the holding company are submitted, a signed letter be

included f rom the holding company, on their letterhead signed by the CEO/CFO, that they

would be liable if the subsidiary defaulted. This must be attached to the f inancials being

submitted. Failure to submit such signed letter will disqualify the tender submission.

c. The f inancial statements should be submitted as a separate bound document.

Annexure A9: CVs, certif ied copies of relevant qualif ications, and certif ied evidence of

professional registration with relevant councils for a manager or Team Leader,

and key consultants/professionals.

Annexure A10: Detailed prof ile of the f irm and the company’s experience with reference as

stipulated in the evaluation criteria.

Annexure A11: Unisa General Terms and Conditions of the tender to be completed and signed (to

be downloaded f rom www.unisa.ac.za).

Annexure A12: NEC3 Professional Services Contract (PSC3) (completed Contract Data Part 2:

Data Provided by the Consultant)

8. OTHER REQUIREMENTS

Supplier documents and information

Annexure B1: A valid B-BBEE certif icate or proof of exemption f rom an accredited SANAS/IRBA

verif ication agency/auditor. An af f idavit certifying their total annual income and

level of black ownership will be suf f icient for EMEs and QSEs. Failure to submit

the above will result in a zero score for B-BBEE.

Note: All documents submitted in support of this tender must be the documents of the tendering

unit and may not pertain to dif ferent companies or units within a group. As an example, a tenderer

cannot submit its own B-BBEE certif icate, but the SARS certif icate of its holding company.

9. PRICING

The tenderer must state whether the price quoted is f ixed for the duration of the agreement or whether

the price is subject to escalation. In the absence of an indication in this regard the price will be

considered as f ixed for the full period of the agreement.

❖ All pricing must be quoted in South African Rand (ZAR) including VAT.

❖ The pricing must remain valid for 90 days f rom the closing date of the tender.

❖ Pricing / costing template must be completed (Annexure A6).

❖ Any pricing not included in the pricing template will not be considered.

❖ Any pricing shall ref lect applicable escalation method/mechanism (e.g., CPI/X, f lat rate).

Prices charged by the supplier for goods delivered and services performed under the contract shall not

vary f rom the prices quoted by the supplier in his tender, and any variance will render the contract null

and void.

http://www.unisa.ac.za/


10. PAYMENT TERMS

The payment terms of the University are 30 days af ter receipt of goods and services and upon receipt

of the required documentation. No upfront payments will be considered.

11. SUB-CONTRACTING

Sub-contracting is allowed on this tender

12. JOINT ARRANGEMENTS

Joint arrangements are allowed on this tender


13. SCOPE OF WORK

13.1 Scope of work

The PMO will over the 4 year period, act as the owners Engineer in the delivery of four build projects namely

the Johannesburg Learner Centre, Umtata Regional Centre, Nelspruit Regional Centre and the Uvongo

Regional Centre, providing specific technical and advisory built environment project management expertise to

UNISA on a dedicated and on an as and when required basis on other projects It is envisaged that the four build

projects will be delivered by an EPC contract on an EPC Turnkey Projects Agreement or similar. The EPC

Contractor will take ultimate responsibility for delivering the f it for the purpose projects in accordance to the

employer’s specif ications. The PMO will be a f irm or JV with a full required built environment project

management and related professional services which include, but may not be limited to ,

1. Project Management

2. Planning and Integration Management

3. Architect/s

4. Design Engineer/s

5. Construction Management

6. Engineering Management

7. Contract Management

8. Stakeholder Management

9. Document Control/Management

10. Risk and Opportunity Management

11. Health, Safety, Quality, and Environmental (SHEQ) Management

The PMO must be strategically and ef f iciently capacitated with experienced experts in their respective

professions and only a service provider, entity or consortium that can provide all the required multidisciplinary

skills and capacity, to constitute such the PMO, may apply.

The PMO service provider should have in their organisation skilled project management and related

professionals in the built environment who can be mobilised at short notice (1-week notice) to meet the specific

project lifecycle phase to correspond with the needs that will arise at various stages of the portfolio of project/s.

This implies that the PMO service provider is to actively participate in managing the capacity requirements of

the PMO.


As the owners Engineer on the delivery of four build projects namely the Johannesburg Learner Centre,

Umtata Regional Centre, Nelspruit Regional Centre and the Uvongo Regional Centre, the PMO services

shall include, but are not limited to, the following activities

1. Support UNISA in the EPC Tender Evaluation

2. EPC Contractor’s Design Review and Recommendation 3. Project Management and Construction Supervision 4. Inspection and Testing

5. Final Acceptance Certif ication

In addition, the PMO should support UNISA with the following transaction advisory competencies:

1. Development of f inancial close and procurement ready feasibility reports and advise UNISA on the

readiness of the transaction for f inancial closure and procurement

2. Advise UNISA on any additional information to bring transactions to bankability

3. Advise UNISA on the f inancing options and bankability in respect of the dif ferent procurement strategies

taking into account the optimal allocation of risk

4. Advise the UNISA to the extent relevant of the risk exposure of the dif ferent procurement strategies;

5. Update and prepare the above in the form of a bankable feasibility study that shows risk allocation,

bankability and the recommended procurement strategy

6. Draf t a contingent liability report to determine the impact of the dif ferent procurement strategies on

UNISA’s balance sheet

7. Support Unisa in developing the procurement documentation i.e. RFQ (where applicable) and RFP based

on the bankable feasibility study;

8. Support Unisa in conducting a f inancial evaluation of received responses to the RFP/RFQ in accordance

with the recommended procurement strategy

9. Support UNISA in conducting negotiations with the preferred bidders taking due cognizance of the Public

Sector Comparator (PSC) model, UNISA PPP policy, risk-adjusted value for money.

10. Support UNISA in the preparation of all the necessary reports as relate to the Policy reporting

requirements

11. Support Unisa in the preparation of all the necessary reports as relate to the policy and/or regulatory

reporting requirements


13.2 Roles and responsibilities

The PMO roles and responsibilities the following but not limited to:

i. Act as the as the owners Engineer on the delivery of four build projects namely the Johannesburg

Learner Centre, Umtata Regional Centre, Nelspruit Regional Centre and the Uvongo Regional

Centre, the PMO services shall include, but are not limited to, the following activities

a. Support UNISA in the EPC Tender Evaluation

b. EPC Contractor’s Design Review and Recommendation

c. Project Management and Construction Supervision

d. Inspection and Testing

e. Final Acceptance Certif ication

ii. Support Unisa in the full adoption and implementation of PMO lifecycle methodology across Facilities

Management;

iii. Manage the execution of projects through the PMO through the life cycle f rom inception, through

feasibility study phase, the procurement phase and into the development and construction phases.

iv. Carry out all functions as required to deliver the project in terms of the PPP project cycle f rom

inception to f inancial close; (Where applicable)

v. Lead the draf ting of relevant documents to aid and enable the appointments of other expert service

providers as required;

vi. Facilitate and assist with the executive sign-of f of the project across the lifecycle governance

structures and support any subsequent tender process as determined by the UNISA Supply chain

management;

vii. Support and where necessary, chair and manage the outputs required for various Unisa stakeholders

viii. Be responsible for the project management of the entire project assessment and procurement

lifecycle and ensuring successful execution of any agreement which may issue therefrom;

ix. Comply with the legislative and regulatory f ramework

x. Carry out all functions required of the necessary governance structures (e.g. DHET) to ensure proper

submittal of reports, updates and ensure compliance with the requirements

xi. Conform to all statutory obligations and non-statutory obligations binding upon UNISA and DHET in

respect of the Project;

xii. Comply with all Provincial and Local rules, regulations, policies, practices and procedures set down

f rom time to time by UNISA

xiii. Manage all information systems necessary for the proper planning and implementation of the project

including any audit requirements;

xiv. Report on the progress of the project as and when directed by the UNISA project manager;

xv. Prepare and compile any information and presentations as required and requested by UNISA f rom

time to time in connection with the project(s);


xvi. Provide UNISA a monthly progress report that succinctly captures and imparts crucial information

related to the project such as progress, challenges, review of the project programme, provide project

direction, resolve impasses to ensure ongoing institutional input and support.

xvii. Review of the development of the output specif ication and Key Performance Indicators (KPIs) so that

these meet the requirements of the departments, and the standards and procurement periods are

objective, measurable, reasonable and meet best practices;

13.3 General functions and outputs of the PMO

In some instances, the PMO will act as the interface between the private parties and UNISA and will manage

cross-programme dependencies and impacts. It is also required that the PMO develops and promotes best

practice and ensures alignment with strategic drivers of UNISA. The general functions of a PMO is outlined in

table below:

OUTPUT DOCUMENT

BRIEF DESCRIPTION

PMO Charter Role, objectives, functions and measure of success for PMO

Management and Control Def ined operating procedures

Budget Plan Breakdown of costs and expenditure over time

Budget Planner Budgeting tool for tracking actual spend against planned

Cost Benef it Analysis Documented Business Case for all projects

Transaction Advisory Bankable f inancial feasibility assessment and f inancial close

Risk Management Process Def ines how the PMO will manage risk

Risk Assessment Assessment of Impact/likelihood of Risk

Risk Log Used for tracking of risks

Issue Management Plan

Def ines how the PMO will manage issuance of information that have any

impact on the project


OUTPUT DOCUMENT

BRIEF DESCRIPTION

Issue Assessment Used by stakeholder to f lag an issue

Issue Log Used for tracking of issues

Agenda & Meeting Minutes Format for recording decisions and minuting meetings

Resource Histograms Records utilisation and availability of resource

Dependency maps Captures and tracking dependencies between programmes

Legal Compliance Ensuring that the project is executed in compliance with legal prescripts

and assisting in resolving legal matters

Workplace Strategy and Space

Planning

Reviewing workplace strategies and space planning designs to ensure

they meet output specif ications and f it for purpose

Construction Management Oversee the construction to meet the delivery programme and output

specif ications

PMO Implementation Plan Def ined timescale for PMO set-up including resource requirements

Change Management Process Process for introducing change to baseline documents/plans

Change Management Stakeholder engagement plans to prepare the personnel in Facilities

management departments for new working environment

Change Request Log and

Change Request Form

Summary of change requests and status and Impact analysis of change

and Project Management Templates

Job Descriptions Draf t roles and responsibilities template for typical PMO jobs

Stakeholder Analysis Identif ication and analysis of stakeholder roles, responsibilities and

requirements

Communications Plan Outlines protocols and approach and draf ting of communiqué, reports

and presentations related to the project

Occupational Health and Safety

Compliance and Assurance

Templates for auditing occupational health and safety standards applied

on the project


OUTPUT DOCUMENT

BRIEF DESCRIPTION

Dashboard Reports For programme status reporting

Document/conf iguration control

process Process for storing, and version control of , documents

Knowledge Management Training requirements in the context of benef its realisation

Skills Matrix Capturing skills required and available

Training Plan For development training of staf f

Procurement Strategy/Plan How to acquire goods and services including FF& E and facilities

management sof t services

Budget Management and Cost

Control

Analysing and certifying all costs related to the project, including the

monthly payments

Financial Compliance Reviewing project budgets and f inancial documentation

Facilities Management Propose the implementation plan of the required facilities management

services

13.4 The structure of the PMO

13.4.1 The PMO Team Lead

The PMO should have the PMO team lead who will report directly to the Director Project Management

Directorate and responsible for supporting the Director in ensuring that the PMO lifecycle methodology is

adopted across Facilities Management, that all projects executed by Facilities Management department follows

the lifecycle model and that PMO functions ef f iciently and ef fectively, interfaces and supports UNISA to manage

the delivery of inf rastructure projects.

The PMO should be capacitated with skilled professionals in phases to correspond with the needs that will arise

at various stages of the project. This implies that the PMO team lead is to actively participate in managing the

capacity requirements of the PMO as and when required.

The PMO will have delegated authority f rom UNISA to manage and represent the UNISA.

Together with the Director, the PMO team lead will be the face of the PMO and may be required to represent

the FM department on PMO issues in any senior management or stakeholder forum as and when requested.


The PMO team lead will be responsible for all aspects of project management, including overseeing, under the

Directors directive, of the individual projects as well as for the development, implementation and management

of stakeholders

13.4.2 The PMO Technical Team

The technical disciplines required in an experienced PMO Technical and Advisory Team include but are not

limited to:

1. Programme Management (PMO Team lead)

2. Transaction advisory

3. Project/ Construction Management (PM)

4. Integration Management (Project Controls)

5. Architectural Design and Space Planning (and workstation design)

6. Quantity Surveyor

7. Structural Engineering

8. Civil Engineering

9. Electrical Engineering

10. Mechanical Engineering

11. Safety, Health and Environmental Consultant/Practitioner

12. Heritage Consultant

13. Change and Stakeholder Management

14. Contract Management

15. Site Management

16. Document Filing and Storage support and expertise

17. Administrative Clerks including but not limited to:

o secretarial support

o Invoicing

o Document Filing and Storage

o Help Desk establishment and support

13.5 Skills development

One of the critical success factors of the PMO service provider is the successful adoption of the PMO lifecycle

model across the University Facilities Department. To this ef fect, the PMO will have to seamlessly integrate with

the Facilities Management day to day operations. UNISA will assign personnel f rom the department to the PMO

with the purpose of developing their skills and prof iciency in managing large projects , and eventually take over

the functions of the PMO.

The PMO service provider will be required to facilitate the development of these personnel so that they become

acquainted and prof icient with the operations of the PMO and all the phases of the project management lifecycle

model. To ensure that ef fective knowledge and skills transfer take place, the PMO service provider will sign

knowledge transfer/ skills transfer compacts with the assigned Facilities Management Department personnel,

that will be reported on and reviewed at pre-agreed intervals over the duration of the project. While formal

training intervention is required, the PMO service provider will advise accordingly and the in-house UNISA staff

training processes and policies will be followed for such training.


13.6 PMO Performance Management

The performance of the PMO will be measured two-fold on a regular basis to ensure:

1. That the UNISA’s strategic objectives and goals in relation to the execution of projects are met

2. The ef fectiveness on the PMO in:

a. Implementing of the full PMO Lifecycle Methodology

b. Accuracy of technical and advisory services

c. Impact and ef fectiveness of skills transfer interventions and practices to the Facilities Management

(FM) Department’s personnel

d. Impact and ef fectiveness of project controls in FM’s operations

The following is the initial key performance metrics for measuring the above and may be subject to change as

and when it becomes necessary in the execution of the scope of services.

Key Performance Areas (KPA) refers to the areas of performance the professional is responsible for and the

Key Performance Indicators (KPI) refers to the measure of impact and ef fectiveness of the controls in achieving

the key objectives of the PMO. The measure is the tool that will be used to determine the ef fectiveness and

impact. KPIs will include both qualitative and quantitative indicators and targets will be agreed with the

successful service provider before the contract commences. The rating scale will be as follows.

STANDARD RATING SCALE

5

Outstanding

Exceptional performance in all areas of responsibility. Planned objectives were achieved well above the established standards and accomplishments were achieved in unexpected areas.

4

Exceeds expectations

Consistently exceeds established standards in most areas of responsibility. All requirements were met, and objectives were achieved above the established standards.

3

Meets expectations

All job requirements were met, and planned objectives were accomplished within established standards. There were no critical areas where accomplishments were less than planned.

2

Needs improvement

Performance in one or more critical areas does not meet expectations. Not all planned objectives were accomplished within the established standards and some responsibilities were not completely met.

1

Does not meet minimum standards

Does not meet minimum job requirements. Performance is unacceptable. Responsibilities are not met, and important objectives have not been accomplished. Needs immediate improvement.

The Bidder is required to provide a performance management plan detailing methodology and approach to

ensure that the proposed interventions and controls are ef fective in meeting their obligations.


Key Performance Management Metrics

DISCIPLINE KEY PERFORMANCE AREA (KPA) KEY PERFORMANCE INDICATOR (KPI) MEASURE

PR

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AN

AG

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/LE

AD

Project Management Strategy and Vision 1. Successful roll-out of the PMO lifecycle model on

capital projects 2. Projects are executed within the approved parameters

stated in the execution plan

1) Ef fectiveness of developed and

implemented PMO processes and controls 2) On target indicators of project

performance/health against baseline

budget, schedule and quality of the works

Human Resource Management 3. Resources allocated to the PMO of f ice are capable as agreed with the PMO and required

4. Successful implementation of skills transfer

programme by the PMO of f ice 5. FTE Days versus Calendar Days spent by the team

per project.

6. Resource capacity 7. Resource conf lict

1) Professional’s status reports and quality of the deliverables produced

2) Improvement in:

a. Knowledge and competencies of UNISA personnel via competency assessments

b. Create an inclusive, diverse culture with

individual sponsorship c. Improved employee perception and

morale

3) Time sheets

Stakeholder Management 8. Improved perception of the capabilities and overall satisfaction FM department internally and externally

9. Awareness of the key activities of FM by all

stakeholders 10. Developed relationships with key internal and external

stakeholders

1) Feedback f rom all stakeholders 2) Performance against baselined targets in

the stakeholder management plan

Programme Quality Management 11. Acceptable quality of the deliverables; i.e. technically

sound and in line with industry best practice 12. Satisfaction of stakeholders

1) Feedback f rom stakeholders

2) Ef fectiveness of interventions against baselined programme targets

Programme Governance, Reporting and Controls

13. Projects are executed on time, within budget and according to regulatory and industry acceptable

quality standards

1) Performance of all projects against baseline

targets

Projects Systems and Tools 14. Improved ef f iciency in the execution of projects 15. Co-ordinated and seamless execution of projects

1) Turn-around time of execution of projects 2) Ef fectiveness of the tools used to produce

deliverables



PR

OG

RA

MM

E IN

TE

RG

RA

TIO

N M

AN

AG

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Programme Cost Management 1. Programme budget variances

2. Programme budget creation (or revision) cycle time 3. Quality and clarity of line Items in programme’s budget 4. Number of programme budget iterations

1) Performance against baselined programme

budget 2) Quality and accuracy of programme cost

reports

3) Programme cost performance Index

Programme Contracts Management 5. Contracting cycle length 6. Consistent overall quality 7. Cost ef fectiveness

8. Schedule ef f iciency

1) Turn-around time for the contracting cycle 2) Number of disputes 3) Contract terms and conditions

4) Status reports

Programme Schedule Management 9. Number of schedule variances 10. On-time completion of projects 11. Resource levelling and utilisation

12. Resource conf lict

1) Performance against baselined schedule 2) Resource plan 3) Programme Interphase management plan

4) Stakeholder feedback 5) Programme schedule performance index

Quality and Risk Management (QRM) 13. PMO deliverables and works executed by others under the PMO’s management comply with legal,

institutional and industry regulations and procedures

1) Number of repetition and corrective works 2) Time sheets

3) Status reports 4) QRM plan 5) Number of project issues

6) Stakeholder feedback

Occupational Health and Safety (OHS) 14. Little to no reported accidents & incidents

1) OHS baseline plans 2) Safety f ile and meeting minutes 3) Lost time injury incidence and f requency

rates 4) Average overtime per individual 5) Stakeholder feedback

Governance, Reporting and Controls 15. Quality of status reports

16. Schedule ef f iciency 17. Cost ef fectiveness

1) Frequency and accuracy of reporting

2) Schedule performance index 3) Cost performance index

Systems and Tools 18. Ef f iciency of project execution 1) Execution turn-around time 2) Programme schedule

3) Accuracy and quality of reports



PR

OJ

EC

T M

AN

AG

ER

Project Integration Management 1. Projects execution does not have a negative impact on

the operations or cause reputational damage to UNISA

1) Project execution plan

2) Stakeholder feedback 3) Project Interphase management plan

Project Scope Management 2. Scope is approved by the relevant authority and experts

3. The project is managed with the approved scope 4. Change control process is followed

1) The number and kind of change requests/variation orders

2) Project execution plan 3) Signed contracts

Project Resource Management 5. The project is running on time, within budget and the quality according to industry regulations and standards

1) Project Execution plan 2) Project Status reports

Project Schedule Management 6. On target execution of projects against the plan project

baseline


2) Project Status reports 3) Schedule performance index

Project Cost Management 7. On target execution of projects against the project baseline

1) Project execution plan 2) Bills of Quantities (BoQ)

3) Project cost reports 4) Cost performance index

Project Risk Management 8. Risks identif ied, monitored and mitigated timeously 9. There are little to no project issues that are impeding on

progress 10. The project does not have a negative impact on

UNISA’s operations and reputation

1) Risk management plan 2) Project execution plan

3) Project status reports 4) Project cost reports 5) SHEQ reports

Project Communications Management 11. Accurate messaging is disseminated timeously, to the

correct stakeholders. 12. The hierarchy of communication and decision making is

clearly understood by all stakeholders

1) Communication plan

2) Communique sent out, response time to requests

3) Project status reports

Project Procurement Management 13. The relevant project approvals are obtained timeously

14. The correct procurement strategy was developed and implemented

15. The correct/capable services providers, suppliers

and/or contractors are appointed for projects 16. Projects execution does not have a negative impact on

the operations or cause reputational damage to UNISA

1) Procurement strategy

2) Project execution plan 3) Project status reports 4) Minutes of approval authorities’ meetings

Project Stakeholder Management 17. Communication ef fectiveness

18. Stakeholders support projects, 19. Trust, respect in relationship with stakeholders 20. Conf licts mitigated on time


2) Stakeholder management plan 3) Stakeholder feedback 4) Communication plan

5) Project status reports



CO

NS

TR

UC

TIO

N /

EN

GIN

EE

RIN

G P

RO

FE

SS

ION

AL

TE

AM

Technical accuracy of deliverables and

advice provided (time, quality and cost)

1. Deliverables provided are aligned to industry

standards/best practice and constitute bankable business cases for projects

2. Little to no change requests/variations to the execution

plans (time, cost, quality) 3. Little to no change requests/variations to the project

scope of work

4. Deliverables are aligned to UNISA’s strategic objectives and goals

5. Stakeholder satisfaction

6. Project execution cycle is appropriate for the required turn-around time

1) Project execution plans

2) Stakeholder management plan 3) Stakeholder feedback 4) Communication plan

5) Project status reports 6) Close-out documentation

Project integration 7. Loss cost of deliverable changes 8. Project lifecycle turn-around time

9. Quality of deliverables 10. Communication and interaction between the

professional team and the stakeholders

11. Involvement of key stakeholder groups

1) The total percentage of change - Extent of rework

Percentage of late projects 2) Project status reports 3) Project execution plans

4) Stakeholder feedback 5) Communication plan

Stakeholder Management 12. Communication ef fectiveness 13. Stakeholders support projects,

14. Trust, respect in relationship with stakeholders Conf licts mitigated on time

15. Shared organisational knowledge of problems/issues

1) Project execution plan 2) Stakeholder management plan

3) Stakeholder feedback 4) Communication plan 5) Project status reports

Statutory, regulatory, legal and

institutional compliance

16. Number of non-compliance reports

17. Internal and external audit score rating 18. Number of strategic objectives met 19. Regulatory report creation cycle length

20. Turn-around time to implement new regulations, policies and processes

1) UNISA Policies, Procedures and Process

2) Industry standards and regulations 3) Regulatory compliance expense per resource 4) Non-compliant change request percentage

5) Percentage of compliance issues handled correctly

6) External complaints per resource

7) Internal audits f requency

Innovation 21. The number of innovation solutions implemented 22. Potential impact of innovative solutions implemented

(time, cost, quality)

23. Risk aversion 24. Stakeholder satisfaction

1) Project execution plans 2) Stakeholder feedback 3) Project status reports

4) Close-out documentation



LE

AD

TR

AN

SA

CT

ION

AD

VIS

OR

Development of “bankable” business

cases

1. Design f inancial parameters for property procurement

based on an analysis the results of the Public Sector Comparator (PSC) model

2. Procurement documentation preparation and

evaluation 3. Financial Modelling 4. Capital raising

5. Success rate of transactions handled 6. Compliance of transactions to legal, regulatory and

institutional policies, procedures and standards

7. Transaction cycle turnaround time 8. Knowledge of market trends 9. Transactions meet/ further UNISA’s strategic objectives

10. Identif ication of new market opportunities 11. Development of processes and procedures for

transactions

1) UNISA Policies, Procedures and Process

2) Industry standards and regulations 3) Regulatory compliance expense per

resource

4) Number of change request Percentage 5) Percentage of compliance issues handled

correctly

6) External complaints per resource 7) Internal audits f requency 8) Policies and procedures for transactions

9) Transaction outcomes 10) Database of market information 11) Market valuations reports

12) Contingent liability report 13) Number of transactions completed

Negotiation of transactions 12. Percentages saving per transaction

13. Number of successful negotiated transactions 14. Negotiation cycle turnaround time

1) Transaction outcomes

Financial return on investment 15. Stakeholder satisfaction 16. Improved asset quality

17. Improved market value of assets

1) Market valuation reports


DO

CUM

ENT

CON

TRO

LLER

Document Management process and procedures

1. Turn-around time to respond to queries 2. Turn-around time between receipt of a document and

validation of the delivery, including quality checks 3. Turn-around time between acceptance of the

document delivery and distribution of documents to

stakeholders 4. Percentage of users having been trained to the

document control procedure and processes

5. Percentage of users having been trained to the document control sof tware package

6. Turn-around time between close-out of the review and

distribution of comments to relevant stakeholders

1) Percentage of documents rejected due to quality / compliance issues

2) Percentage of documents rejected by clients (for document control related reasons)

3) Percentage of late documents

4) Average review time 5) Percentage of documents in the various

statuses (for example: x% of documents in

"Issued for Review", x% of document in "Issued for Construction", etc)

6) Stakeholder feedback

Document repository/database 7. Practical document coding and/or numbering system

8. Strength documents security and access controls

7) Document classif ication system 8) Stakeholder Management plan 9) Communication plan

Templates and tools 9. Centralised document control system

10. Ease of document control system use 10) Document control/management system



14. EVALUATION CRITERIA

Pre-qualification:

Only tenderers that meet all the mandatory requirements including the f inancial evaluation will proceed to stage

1 of the adjudication

Evaluation of tenders:

Tenderers will be evaluated on the basis of technical, f inancial of fer, and preference. The evaluation of tenders

will commence with the evaluation of quality/functionality/technical, and only those who achieve the minimum

qualifying score for functionality of 75 points will be further evaluated for f inancial of fer and preference in terms

of the preference points system.

The successful tender will be determined using a weighted score between the points earned on each of the

elements of the process described above. The tender evaluation weighted scoring will be as follows:

Technical/Functionality 60%

Price 25%

Preference 15%

TOTAL 100%

Stage 1: – Technical evaluation:

DESCRIPTION POINTS

1 Company experience 25

2 Credentials, Qualif ications & Experience of Staf f 55

3 Approach and Methodology 20

Total 100

Form A1.1 - Evaluation Schedule: Tender’s Experience (30 points)

The experience of the tenderer or joint venture partners in the case of an unincorporated joint venture or

consortium as opposed to the key staf f members / experts in similar projects or similar areas and conditions

in relation to the scope of work over the past f ive years will be evaluated

Tenderers should describe their experience in this regard and attach these to this schedule. Reference will

be necessary to any other returnable schedules submitted with this tender as is appropriate.


MAIN FUNCTIONALITY CRITERIA:

SUB CRITERIA WEIGHTING FACTOR:

COMPANY EXPERIENCE

Demonstrated experience of

tendering entity with respect to

relevant projects.

Bidder must provide reference

letters on client’s letterhead not

older than 5 years, conf irming a

successful completion of:

PMO SERVICES FOR A

PROJECT VALUE OF R100

MILLION OR ABOVE

Note: appointment letters

/contract must accompany

corresponding reference letters

(on client’s letterhead) not older

than 5 years on similar projects.

The following must be vividly

captured:

a. Employer, contact person

and telephone number

b. Description of work

(service)

c. Value of work (i.e. the

service provided) inclusive

of VAT)

d. Date completed

Failure to submit appointment

letter/contract with corresponding

reference letters on client/s letter

head the service provider will

forfeit points

1.1) Five appointment letters /contract and

corresponding reference letters (on

client’s letterhead) not older than 5

years on similar projects above R100

million = 25 points

1.2) Four appointment letters /contract

and corresponding reference letters

(on client’s letterhead) not older than

5 years on similar projects above

R100 million = 20 points

1.3) Three appointment letters /contract

and corresponding reference letters

(on client’s letterhead) not older than

5 years on similar projects above

R100 million = 15 points

1.4) Two appointment letters /contract and




million = 10 points

1.5) One appointment letters /contract and




million = 5 points

1.6) No appointment letters /contract and




million = 0 points

25


Form A1.2 - Evaluation Schedule: Consultant’s Resources – Personnel (55 points)

The Consultant should propose the structure and composition of the PMO indicating both Unisa’s University

Estate Directorate and their team i.e. the main disciplines involved, the key staf f member / expert responsible

for each discipline, and the proposed technical and support staf f and site staf f , together with names of second

choice alternate personnel.

The roles and responsibilities of each key staf f member / expert should be set out as job descriptions. In the

case of an association / joint venture / consortium, it should, indicate how the duties and responsibilities are to

be shared. In addition, they shall provide a summary of the key staf f member’s qualif ication (certif icates,

diplomas or degrees as well as professional registration certif icates), experience previous and current

occupation. Please include full detailed CV’s of the key staf f members that will be fully dedicated to this project.

The Consultant must attach his / her organization and staffing proposals to this page. Reference will be

necessary to any other returnable schedules submitted with this tender.

PLEASE ATTACH CV`S FOR ALL KEY STAFF AND CERTIFIED QUALIFICATIONS

NOTE: Failure to submit CV`s, copy of certified qualification service provider will forfeit points

KEY STAFF

QUALIFICATION AND KEY STAFF EXPERIENCE (55)

Qualifications (15); Experience (40)

1. Programme

Manager

QUALIFICATION

Diploma or bachelor’s degree or higher in Architecture, Engineering, Quantity

Surveyor, Building Science or Built Environment, other Professional degree and

professional registration with the relevant respective professional body/ies in South

Africa. =03 points


Surveyor, Building Science or Built Environment, other Professional degree and no

professional registration with the relevant respective professional body/ies in South

Africa. =03 point

EXPERIENCE

10 years or more Experience in multidisciplinary Build/Inf rastructure PMO = 04

points

6 to 9 years’ Experience in multidisciplinary Build/Inf rastructure PMO s = 03 points

1 to 5 years’ Experience in multidisciplinary Build/Inf rastructure PMO s = 02 point

No experience = 0 point


KEY STAFF



2. Project Manager QUALIFICATION

Diploma or bachelor’s degree or higher in Architecture, Engineering, Building

Science or Built Environment degree and professional registration with SACPCMP.

=01 point

EXPERIENCE

10years or more experience in the project and/or construction management = 03

points

6 to 9 years’ experience in the project and/or construction management = 02 points

1 to 5 years’ experience in the project and/or construction management = 01 point

No experience =0 point

3. Programme

Integration

Manager

QUALIFICATION


Surveyor, Building Science or Built Environment, other Professional degree =01

point

EXPERIENCE

10years or more experience in the project management =03 points

6 to 9 years’ experience in the project scheduling & integration management =02

points

1 to 5 years’ experience in the project scheduling & integration management =01

point

No experience =0 point


KEY STAFF



4. Architect

QUALIFICATION

Diploma or bachelor’s degree or higher in architecture and professional registration

SACAP. = 01 point

EXPERIENCE

10 years’ or more experience in architectural design including space planning= 03

points

6 to 9 years’ experience in architectural design including space planning= 02 points

1 to 5 years’ experience in architectural design Including space planning= 01 point


5. Heritage

Consultant

QUALIFICATION

Diploma or bachelor’s degree or higher in architecture and professional registration

SACAP. = 01 point

EXPERIENCE

10 years’ or more experience in heritage services in building project= 03 points

6 to 9 years’ experience in heritage services in building project = 02points

1 to 5 years’ experience in heritage services in building project planning= 01 point



KEY STAFF



6. Quantity

Surveyor

QUALIFICATION

Diploma or bachelor’s degree or higher in Quantity Surveying. Must be registered

professional quantity surveyor with SACQSP. = 01 point

EXPERIENCE

10 years’ or more experience in quantity surveying of building projects= 03 points

6 to 9 years’ experience in quantity surveying of building projects = 02 points

1 to 5 years’ experience in quantity surveying of building projects s= 01 point

No experience= 0 point

7. Occupational

Health and

Safety

Consultant

QUALIFICATION

Diploma or bachelor’s degree or higher or recognized qualif ication and expertise in

Health and Safety Management in construction environment plus registration with

SACPCMP = 01 point

EXPERIENCE

10 years’ or more experience in the implementation and management of health and

safety oversight on major construction works = 03 points

6 to 9 years’ experience in the implementation and management of health and

safety oversight on major construction works = 02 points

1 to 5 years’ experience in the implementation and management of health and

safety oversight on major construction works = 01 point

no experience = 0 point


KEY STAFF



8. Civil Engineer

QUALIFICATION

Diploma or bachelor’s degree or higher in Civil Engineering with professional

registration with ECSA. = 01 point

EXPERIENCE

10 years’ or more experience in the provision of civil engineering = 03 points

3 to 4 years’ experience in the provision of civil engineering = 02 points

1 to 2years’ experience in the provision of civil engineering = 01 point


9. Structural

Engineer

QUALIFICATION

Diploma or bachelor’s degree or higher in Structural Engineering with professional


EXPERIENCE

10 years’ or more experience in the provision of structural engineering =03 points

3 to 4 years’ experience in the provision of structural engineering = 02 points

1 to 2years’ experience in the provision of structural engineering = 01 point



KEY STAFF



10. Mechanical

Engineer

QUALIFICATION

Diploma or bachelor’s degree or higher in Mechanical Engineering with professional


EXPERIENCE

10 years’ or more experience in the provision of mechanical engineering = 03

points

3 to 4 years’ experience in the provision of mechanical engineering = 02 points

1 to 2years’ experience in the provision of mechanical engineering = 01 point


11. Electrical

Engineer

QUAIFICATION

Diploma or bachelor’s degree or higher in Electrical Engineering with professional


EXPERIENCE

10 years’ or more experience in the provision of electrical engineering = 03 points

3 to 4 years’ experience in the provision of electrical engineering = 02 points

1 to 2years’ experience in the provision of electrical engineering = 01 point



KEY STAFF



12. Lead

Transaction

Advisor

QUAIFICATION

Bachelor’s Degree plus an advanced qualif ication on Finance (MBA, CFA) and or

CA: 01 point

EXPERIENCE

5 years’ or more experience in the provision of Transaction advisory/Property

Funding/Inf rastructure funding = 03 points

3 to 4 years’ 5 years’ or more experience in the provision of Transaction

advisory/Property Funding/Inf rastructure funding = 02 points

1 to 2years’ e5 years’ or more experience in the provision of Transaction

advisory/Property Funding/Inf rastructure funding = 01 point


13. Document

controller

QUALIFIATION

Diploma or bachelor’s degree or higher in Of f ice Administration, Business Studies or

Secretarial Studies. = 1 point

EXPERIENCE

5 years’ or more experience in the provision of secretarial and administrative

support in the consulting engineering, architectural or in the building and

construction industry environment. = 03 points

3 to 4years’ experience in the provision of secretarial and administrative support in

the consulting engineering, architectural or in the building and construction industry

environment. = 02 points

1 to 2years’ experience in the provision of secretarial and administrative support in

the consulting engineering, architectural or in the building and construction industry

environment. = 01 point


14. Bidder’s

capacity of

resources

List of other resources/ expert(s) in the current bidder’s employ. Please indicate

which resources have relevant experience in which previous projects .


Form A1.3 Evaluation Schedule: Approach and Methodology (20 points)

Provide a methodology and approach for the proposed required solution- This should include a project plan.

The proposal should include

• How the bidder will ensure that the PMO lifecycle is adopted across the University Estate Department.

= 05 Points

• Outline the bidder’s approach including the work-plan = 02 Points;

• Outline the bidder’s quality control procedures = 02 Points;

• How the bidder will maintain ef f icient communication with the client , etc. = 02 Points

• Please indicate your f irm’s value proposition to UNISA and indicate what sets you apart – collateral,

tools and accelerators that can be leveraged by UNISA to fast track the establishment of the PMO and

the execution of projects = 05 Points

• Quality Control Certif ications (ISO 9001 certif ication) Policies, control practices and procedures which

ensure compliance with stated requirements of the Employer (SOP, Document management process,

competency certif icates, training documents, etc.) = 02 Points

• Safety management certif ication (ISO 18001 certif ication) Policies, control practices and procedures

which ensure compliance with Employer safety policies and legislation = 02 Points

Service providers to qualify for the next stage of evaluation (Stage 2: Price& B-BBEE) must obtain a

minimum of 75 points.

Stage 2: Price and B-BBEE evaluations

ITEMS POINTS

1. Price

−−=

min

min175

P

PPtPs

Where:

Ps = Points scored for price of tender under consideration

Pt = Rand value of tender under consideration

Pmin = Rand value of lowest acceptable tender

75

1. B-BBEE level contribution 25

TOTAL: 100


ANNEXURE A-6- PRICING SCHEDULE

The tenderer must state whether the rate is quoted is f ixed for the duration of the agreement or whether the

price is subject to escalation. In the absence of an indication in this regard the price will be considered as f ixed

for the full period of the agreement.

Pricing Instructions mean the criteria as set out below, read together with all Parts of the contract document,

which it will be assumed in the contract that the bidder has taken into account when developing his prices.

1. All other rates, sums, percentage fees or prices (as applicable) tendered in the Pricing Schedule shall

be f inal and binding and shall not be subject to any variation throughout the period of the contract.

2. Provision for time-based services which fall beyond the scope of normal services as described in the

Scope of Work has been made in the Pricing Schedule. This provision is for services provided on

instruction f rom the Employer and will be deducted in whole or part if not required. The estimated period

of involvement of each category of person must be agreed with the Employer before any work in this

regard commences. The individuals involved in this work must be stated in either the schedule of Key

Personnel whose curriculum vitae must be presented to and approved by UNISA.

3. Bidders are to note that the planning for this contract is based on three-year capital budget cycles which

are subject to change. While the Employer has every intention to complete the full scope of works, the

Employer reserves the right to reduce or increase the scope of works according to the dictates of the

budget, or to terminate this contract, without adjustment to the agreed rates, sums or fees and without

payment of any penalty or surcharge in this regard. The Service Provider shall however be entitled to

pro-rata payment for all services carried out in terms of any adjustment to the Scope of Work or, in the

case of termination, remuneration and/or reimbursement

4. Rates for typing, printing, duplicating and drawings shall be as per the Department of Public Works:

Rates for Reimbursable expenses available on http://www.publicworks.gov.za

5. Distance for travelling to site for progress and technical meetings shall be remunerated on kilometre

basis f rom the premises of the client to the location of the site on a round trip

6. The per kilometre rate for the reimbursement of travel expenses shall be as per the Department of Public

Works: Rates for Reimbursable expenses available on http://www.publicworks.gov.za It shall be noted

that, in respect of the aforementioned, the Employer shall only be liable for travel expenses with respect

to vehicles of engine capacity up to 2500cc only, for diesel and petrol fuelled engines respectively. If the

Service Provider elects to use a vehicle with engine capacity exceeding 2500cc, the Employer shall not

be liable for any additional cost resulting f rom a higher rate per kilometres associated with an engine

capacity larger than 2500cc and the rate per kilometre to be paid shall be deemed to be that of a 2500cc

engine

7. No reimbursement of costs for subsistence, typing, printing/copying (other than reports, tender

documents, drawings and related schedules), communications, computer hardware and/or sof tware will

be made, and these costs will be deemed to be included in rates, sums, percentages fees and prices for

normal and additional services rendered

8. Items for printing/copying shall be for specif ied contract documents, tender documents, reports,

manuals, drawings along with related schedules and shall exclude general correspondence, progress

reports, minutes of meetings etc. which shall be deemed to be included in the professional fees as they

are necessary and integral to the execution of the Service Providers’ work. Payment will only be made

for copies of reports and drawings submitted to the employer and/or issued to parties who bear an

interest in the execution of the project, as specif ied or requested by the Employer, and all draf ts shall be

for the Service Provider’s account

http://www.publicworks.gov.za/

http://www.publicworks.gov.za/


PRICING SCHEDULE

• The bidder is requested to give a proposed fee based on the projects below

• The proposed fee must be inclusive of all costs but clearly stipulating all cost items including but not

limited to: Full services of professional project management of f ice in line with the scope of works as per

point 13 above, disbursements, Discounts, Vat, Etc.

• The fee breakdown must be attached as Annexure A6

• All qualif ications must be included and costed. No additional costs will be entertained in this regard

• The estimated portfolio cost of Capital Project the consultant will be responsible for over the next 4 years

is summarised below and the projects include:

o Mthatha new centre

o Johannesburg new centre

o Port Shepstone new centre

o Nelspruit new centre

• The consultant is also expected to price the fees for the establishment and maturation of the Project

Management of fice in rolling out capital projects.

ITEM PROJECT LOCATION BUDGETED COST

INCLUDING VAT

/DURATION

1 PMO Establishment & Maturation Pretoria 4 years

6 Project Management Mthatha new centre Mthatha R 400 000 000.00

7 Project Management Johannesburg new centre Johannesburg R 270 000 000.00

8 Project Management Port Shepstone new centre Uvongo R 200 000 000.00

9 Project Management Nelspruit new centre Nelspruit R 200 000 000.00

TOTAL R 1 070 000 000.00

Please note the project costs above are indicative estimates and subject

to change.


Annexure A6

Pricing Schedule Template for Professional Team

Estimated Contract Sum Excl. Vat

Estimated Value for fee purposes Excl. Vat

Fee Calculation

Primary Fee R

Secondary Fee R Total Fee R

Add Factor Alteration (if applicable) R

Sub-Total R

Add Vat @15% R

Total Fee R

Apportionment of fee to work stages

Work Stages 1 to 6 Apportion Value Offered Discount (%) Discounted Amount

Stage 1

Stage 2

Stage 3

Stage 4.1

Stage 4.2

Stage 5

Stage 6

Total 100.00% Subtotal: Fees

ALLOWANCE FOR DISBURSEMENTS TOTAL PROPOSED FEE INCLUDING VAT

TOTAL PROPOSED FEE IN WORDS

____________________________ _______________

Signature of Service Provider Date

the university of south africa invites suitably qualified ... · • document control/management...

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