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DEPARTMENT OF ENVIRONMENTAL AFFAIRS (DEA) AS AN ORGAN OF STATE SUBSCRIBES TO AND PROPAGATES BOTH THE NOTION OF BROAD BASED BLACK ECONOMIC EMPOWERMENT (BBBEE) ACT, No. 53 Of 2003, THE PREFERENTIAL PROCUREMENT POLICY FRAMEWORK ACT, No. 5 of 2000 AND THE PREFERENTIAL PROCUREMENT REGULATIONS 2011. TERMS OF REFERENCE FOR THE APPOINTMENT OF A SERVICE PROVIDER TO SUPPORT DEA WITH THE IMPLEMENTATION OF AN INTERGRATED VELD AND FOREST FIRE MANAGEMENT PROGRAMME INCLUDING OTHER ACTIVITIES FOR A PERIOD OF SEVEN YEARS (APPENDIX 1 TO EDMS121274)

PART ONE 1 REQUEST FOR PROPOSAL (RFP) 1.1 The objective of this RFP is to appoint a suitable independent service provider/s that can support

DEA with the implementation of an Integrated Veld and Forest Fire Management programme including fire awareness and prevention activities, prescribed burning, resource sharing and co-ordination, fire detection, fire suppression and fire damage rehabilitation at local, provincial and national levels in order to create a sustainable and well balanced environment, reduce unwanted wildfire damage and promote the beneficial use of fire.

1.2 Preference may be given to a Service Provider/s that is not already performing similar work within DEA.

2 SCOPE AND EXTENT OF WORK 2.1 The role of the Service Provider/s is to assist the Department of Environmental Affairs with the

implementation of the Working on Fire Programmes. 2.2 The appointed service provider/s will undertake the following: 2.2.1 Fire Awareness: About 90 % of “unwanted” fires are caused by people and their activities the

reason why fire awareness raising programmes need to target society as a whole. 2.2.2 Fire Prevention: is accomplished by either removing the source of ignition or removing the fuel it

may ignite. It is therefore the first line of defence. Preparation and regular maintenance of firebreaks and fuel reduction through block burning are strategies that use fire as a tool to reduce wildfire risk. Control and maintenance of fire prone invasive alien plants, fireproofing and fuel reduction by removing fuel loads are additional fire prevention strategies. National legislation and local bylaws may be enforced, when landowners are negligent of their duty of care responsibilities.

2.2.3 Prescribed Burning: Many of South Africa’s biologically diverse ecosystems are fire adapted and

depend on fire to regenerate and survive. However in many areas natural fire regimes are no longer

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possible. The environment and its fuel load may need to be managed to reduce wildfire risk, while maintaining ecological patterns and processes, by using fire in a prescribed burning programme.

2.2.4 Resource, Operational and Jurisdictional Co-ordination: Numerous centres co-ordinate an array

of local, provincial and national fire fighting organisations’ resources, needs and actions. This is vital for efficient, effective and safe operations. Not all fire departments or organizations have veld and forest fire protection as their primary mission. The majority are only occasionally involved with a veld and forest fires. In order to promote integrated fire management throughout South Africa it is necessary to concentrate on addressing the co-ordinated management of wild fires, as well as the establishment of efficiently operating Umbrella Fire Protection Associations (UFPA’s). Key to the success of effective integrated fire management are operations centres, well staffed and efficient, able to set priorities, move resources as required, and monitor weather in order to forecast special weather conditions that favour rapid spread of wild fires. Implementing, co-ordinating and monitoring readiness actions according to weather conditions are essential to ensure the success of initial attack.

Large, uncontrolled fires are a problem for veld and forest fire fighting organizations worldwide. In

many respects, such ‘potential disaster’ fires are a problem distinct from day-to-day operations. From anticipated disaster through to the point at which they become an extreme emergency, requiring extended attack, large fires need sophisticated operational co-ordination. Internationally trained and recognised Type 3 Incident Command Teams should be specifically trained in order to adapt and fit into any type and size of incident that requires extended attack.

2.2.5 Fire Detection: Before anything can be done about controlling a fire, its existence must be known.

WoF is promoting an integrated fire detection system for South Africa. This will draw on and combine all available means to ensure that every wildfire that occurs is discovered and reported to a co-ordinating centre early enough for it to be controlled or managed by the local fire fighting force.

2.2.6 Fire Suppression: All fires start small! The objective is to keep them small, controlling them before

they cause injury to the public or seriously damage property and resources. This requires initial attack strategies and tactics to control or contain fires in the safest, most efficient and cost-effective manner. Initial attack is deemed successful when the fire is contained before it can outstrip the locally available fire fighting resources. Large, uncontrolled fires are a national problem. This can be due to errors or failures in performance in making a successful initial attack on the fire, and should be addressed using the Incident Command System (ICS). This command system can be adapted to fit any type or size of incident, whether it is a veld fire, flood or other natural disasters. If the ICS is not implemented correctly, the initial attack errors are followed by similar containment failures at later stages, resulting in missed opportunities to control the fire at a lower level of damage or costs than finally incurred.

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After a fire has been contained, the ground crews must go over the area to ensure that all burning and smouldering material is extinguished, in order to prevent the fire re-igniting. This is called “mopping up” and it is a critical element of successful fire suppression

2.2.7 Post Fire Rehabilitation: Fire can have a destabilising effect on land. After an “unwanted” fire, land

should be evaluated in order to establish whether there is a danger of landslides or erosion. In some instances intervention is necessary in order to ensure all resource management perspectives will be met. Fire damage rehabilitation measures should be initiated when required.

Taken into account above an integrated veld and forest fires strategy should be developed for South Africa. Most regions of the country are situated in naturally fire-prone ecosystems. The following exacerbates the inherent fire hazard: • An increasing extent of the urban development interface with naturally fire-prone systems. • The advent of global warming. • The escalating occurrence of extensive infestations of invading alien plants. • Fire risks associated with forestry and agriculture. • The build-up of excessive fuel loads (natural, commercial and invasive).

In the past budget and capacity constraints have severely curtailed the effective management of

these areas. While the natural ecological role of fire must be recognised, the exposure of communities, agriculture and business to large, devastating fires in the recent past has emphasised the need for an integrated approach to fire management in the affected regions.

The impact of wild fires in natural vegetation on the poorest of the poor, particularly the rural poor,

cannot be overstated. It is those living at the margins that are always the most vulnerable. In the case of rural informal settlements (and also in the case of some of the urban settlements), these are located physically at the margin, in the transition zone between densely settled land and land carrying high fuel loads. Whether these fuel loads are the result of alien invasive plants or the lack of integrated veld management (including fuel reduction strategies), the consequence is the same. It is high fire risk, and it is the inhabitants of the adjacent settlements that bear the brunt of such unmanaged risk. Very often direct losses are in the form of, loss of life, and disability due to vegetation fires, loss of housing and possessions when thatched or wooden dwellings ignite, and loss of grazing, crops, livestock and subsistence natural resources.

Of equal – if not greater – importance is the “knock-on” effect of wild fires on rural economies. In a

small rural community where the alternatives for economic activity are limited, wild fires have devastating social consequences.

Large fires also impact seriously in terms of the costs to the Working for Water (WfW) programme.

Where invasion levels before a fire are higher than 25% it can be reliably predicted that on at least half the area burnt, the level of infestation post-fire will exceed 75% and the cost per hectare to treat these denser infestations will rise by 60% from R1,100/ha to R1 850/ha. While the department

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recognises the importance of fire as a natural phenomenon and does not intend the above example to portray that WfW intends to suppress all natural fires, it should be emphasised that better control of large fires (when and where they occur) could have significant financial implications and allow for better planning in terms of where to focus WfW’s efforts in order to optimize its investment into the containment and control of invasive alien plants.

In addition to the above considerations, the National Veld and Forest Fires Act of 1998 requires that

landowners take particular measures for fire protection, and that communities should establish Fire Protection Associations (FPA’s) to address the need for co-ordinated fire management. FPA’s are created in terms of the National Veld and Forest Fires Act. This must include rapid response capability if the probability of disastrous fire events in the rural landscape is to be reduced. However, resources in terms of capacity, skills and funding are limited in most of the affected areas. For this reason, at a provincial level, the Umbrella Fire Protection Associations (UFPA’s) are envisaged to provide the overarching, co-ordinated support. These would include services such as aerial fire-fighting support, additional teams, fire weather services and co-ordination of fire records and training in line with the requirements of the Disaster Management Act of 2002.

The commercial sectors of Forestry and Agriculture also suffer extensive financial losses every year

as uncontrolled fires destroy crops, plantations, buildings and equipment. Both sectors invest substantially in fire protection measures, through the development of firebreaks, deployment of fire-fighting teams and purchase of fire-fighting equipment. A national support structure such as the one developed in WoF will provide the commercial sector with access to additional resources and improved infrastructure to control large fires. Government, in terms of Section 16 (i) (d) of the Disaster Management Act 2002 (led by DPLG through the NDMC) aims to negotiate with the private, forestry and commercial sectors to ensure a fair and reciprocal arrangement. As this programme aims to provide direct benefits to private sector bodies, it is expected that the sector will in return, support the venture in a variety of ways.

It is neither practical, nor desirable, to completely eliminate fires from natural vegetation, but a

reduction in the order of 25% in area burnt per year would be achievable and compatible with other land management objectives, including the preservation of biodiversity and the control of alien vegetation.

Large uncontrolled fires in the recent past have focused attention on the need to establish an

integrated approach to veld and forest fire management. Speed of response and adequate ground support are absolutely critical factors in fighting fires. This strategic plan proposes the development of an integrated fire management strategy through appropriate veld management, fuel load reduction and practical protection measures, linked to the development of the required capacity, skills and structures. These actions must be undertaken in accordance with the National Veld and Forest Fires Act. Furthermore, the achievement of the optimum cost-benefit ratios must be promoted by the reciprocal use of resources between regions.

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2.3 Bidders must submit a preliminary budget structure based on budgets presented in Appendix A, containing the amount to be spent on each function, item and key activities.

2.4 Bidders may be invited to give presentation as and when required. 3 TIMING OF ASSIGNMENT 3.1 Work is to be carried out over a period of seven (7) years. 4 PERFORMANCE MEASURES & DELIVERABLES 4.1 The performance measures for the delivery of the (specify the type of work you expect from the

service provider/s) will be closely monitored by DEA. These will be based on the following key focus areas of integrated veld and forest fires management: 1. Fire Protection Associations 2. Advocacy & Awareness 3. Detection, Dispatch & coordination 4. Ground operations 5. Aerial support 6. Incident Command System 7. Capacity building & transformation 8. Monitoring & Evaluation 9. Research & Development

a. Key Focus Area 1 - Objectives: Fire Protection Associations • To assist Department of Agriculture Forestry and Fisheries (DAFF) with the establishment of

FPA’s as agreed between the DEA and DAFF. • To provide information and training to emerging Fire Protection Associations (FPA’s). • To promote the alignment of FPA’s with district municipalities and Umbrella Fire Protection

Associations (UFPA’s) with provinces in order to integrate with their respective jurisdictional responsibilities as depicted in the Disaster Management - and Fire Brigade Services Acts.

• To enhance community-based integrated fire management by encouraging communities to take ownership of the fire challenges in the area through enhancing the sustainability of FPA’s by inter alia supporting them with the establishment of local dispatch and provincial coordinating centres.

• Where appropriate to support the delegation of power to approved persons through DAFF in order to equip them with the necessary authority required for enforcement (e.g. Working on Fire personnel as Fire Protection Officers).

• To assist DAFF with the development of guidelines and policies on compliance and enforcement to be formulated in support of the National Veld and Forest Fire Act.

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b. Key Focus Area 2 - Objectives: Advocacy & Awareness • To co-ordinate projects and initiatives between partners to encourage land-users and the

general public in awareness of their responsibility to integrated fire management. • Unlocking investment potential for integrated fire management through effective promotional

activities. • Promoting the development of specialists and practitioners that support fire awareness and

education. • To promote compliance within a national fire management framework. • To promote the formation of FPA’s, the concept of fire danger weather and compliance with

and enforcement of relevant legislation. • Administer the umbrella communication platform called Firewise South Africa on behalf of all

participating stakeholders. • To promote the Working on Fire and Firewise branding and values. • To support key government departments and agencies in the promotion of their objectives

and policies relevant to integrated veld and forest fire management.

c. Key Focus Area 3 - Objectives: Detection, Dispatch and Coordination • In collaboration with appropriate Fire Protection Associations, Jurisdictional and Land

Management Agencies strategically plan & place dispatch and co-ordination centres. • To liaise with and assist to improve current detection systems deployed by various

stakeholders in order to detect and assess fires sooner. • To dispatch local fire fighting resources in collaboration with Jurisdictional and Land

Management Agencies. • In collaboration with PDMC’s and NDMC, co-ordinate fire fighting resources on a provincial

and national level in order to increase the effectiveness and efficiency of fire fighting operations.

• Supply fire weather services. • Provide statistical information on fire incidents and weather to DAFF and National Disaster

Management Centre of the Department of Cooperative Governance.

d. Key Focus Area 4 - Objectives: Ground Operations • To identify suitable partners and enter in agreements in order to establish fire-fighting crews. • To recruit, select, employ, train equip and deploy people from local communities in order to

have sufficient ground resources to cover the fire-prone areas. • To manage and mobilise required ground resources to provide integrated fire management

services.

e. Key Focus Area 5 - Objectives: Aerial Support • To develop partnerships in order to optimize the economy of scale for aerial fire fighting

services.

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• To strategically deploy aerial resources in order to enhance initial attack opportunities – water bombing, airlifting of fire fighters and reconnaissance.

• To supply aerial command and control capability. • To apply efficient air support resources to improve fire containment, safety and emergency

evacuation of ground resources, i.e. water bombing and airlifting of fire fighters.

f. Key Focus Area 6 - Objectives: Incident Command System • To promote the use of an internationally recognized Incident Command System. • To train stakeholders involved in fire management in the use of the incident command

system during incidents. • To maximize the efficiency of command and control during incidents.

g. Key Focus Area 7 - Objectives: Capacity Building & Transformation • To increase the coping skills (resilience) and reduce the vulnerability of communities in

support of the establishment of FPA’s. • To improve the “employability” and life-skills levels of programme beneficiaries in order to

increase the likelihood of successful exit (EPWP exit process). • To contribute to skills transfer processes between stakeholders. • To improve overall safety of beneficiaries and communities • To ensure a comprehensive training programme thereby creating career-path opportunities

for beneficiaries. • To develop and expand the market for integrated fire management services and the potential

for Broad Based Black Economic Empowerment and opportunities for historically disadvantaged individuals.

h. Key Focus Area 8 - Objectives: Monitoring and Evaluation • To refine the monitoring and evaluation matrix of WoF based upon key performance

indicators as and when requested by the Department. • To measure and evaluate the key performance indicators. • To expand, refine and implement the WoF data management system. • With co-operation from partners and FPA’s, to combine and collate fire incidences into a

database for contribution towards the national fire database.

i. Key Focus Area 9 - Objective: Research and Development • To undertake applied research in order to improve the knowledge-base on integrated veld

and forest fire management • To improve knowledge on fire ecology. • To improve knowledge of the risk reduction and economic consequences of different fire

regimes. • To increase knowledge of fire behaviour in South African ecosystems.

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4.2 DELIVERABLES The following deliverables are critical for the successful implementation of the programmes and service providers are required to indicate in their proposals how these will be met.

4.2.1 Incident Command Systems • Internationally recognized Incident Command System accepted and implemented by

participating/partner agencies as per agreement with the Department taken into account existing capacity as per annexure A.

• Personnel from partner agencies trained in the use of the incident command system during fire management incidents taken into account existing capacity as per annexure A.

• The efficiency of command and control during incidents is optimal within partner agencies taken into account existing capacity as per annexure A.

4.2.2 Ground Operations

Establishment o All district municipalities in high fire prone areas identified taken into account existing capacity as

per annexure A. o All potential partners in such areas identified taken into account existing capacity as per annexure

A. o Presentations to potential partners on Working on Fire and funding structures. o Potential partners invited to put forward a request for assistance. o At least one team established in areas identified by the Department taken into consideration the

availability of budget. o Generic contracts developed for each type of potential partner i.e.:

• Government • Private Land users • Companies • Communities

Key Performance Indicators Related to Ground Operation Deliverables

1. National Framework

All fire prone biomes covered by teams in relation to available budgets. Sufficient dedicated teams to cover fire prone biomes identified. Sufficient % land area covered by WoF teams for various landowner categories i.e.: o Communities o Government / Provincial Land o Private Landowners o Companies

2. Fuel Reduction

o Km of power lines: Cleared / Burned (km & ha)

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o Firebreaks completed: Manual / Chemical / Burned (km & ha) o Controlled burns (Number & Ha): o Grassland & Savannahs o Fynbos o Bush encroachment o Invasive Alien Plant Control o Brushwood

3. Fire Suppression (Number & ha)

o Initial Attack o Extended Attack o Informal Settlement Fires

4. Person day utilization

o Fire Activities o Awareness o Standby o Fire belts o Controlled burns o Fire suppression-Initial & Extended Attack, Mop up &fire rehabilitation o Leave o Training o IOD o Base activities o Other activities e.g., Soil erosion, other disaster support, invasive alien plant control

5. Safety Statistics

o Incidents o Disabling injuries o Accidents o Person days since last disabling injury

6. Annual audits of fire bases

1. Transport o Kilometres driven o Cost o Availability o Incidents / accidents

2. Weather o FDI recording o Number of suitable days to burn o Utilization of suitable days to burn

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3. Budget o Actual versus Plan

4.2.3 Aerial Support to be Acquired from Budget • An appropriate number of large helicopters, medium helicopters, fixed wing water bombers and

spotter aircraft nationally on fire operations deployed throughout the year as determined by the Department.

• Partnerships with partners throughout the country established, contributing an agreed % of the fixed cost and all the flying cost of the aircraft as agreed to by the Department and partners.

• A national air operations safety and management structure established and maintained.

4.2.4 Dispatch and Co-Ordination • An appropriate number of dispatch centres throughout the country established at strategic places

in collaboration with WoF ground and air support resource placements, partners, FPA’s and district municipalities as determined by the Department taken into consideration available budget.

• ± 9 Provincial Coordinating centres operational with a Provincial Coordinator to co-inhabit with Provincial Disaster centres in every province.

• Representation of 1 national coordinator established at the National Disaster Management Centre.

• A national unified communications system established, through local dispatch, to provincial coordination and national coordination.

• National uniform standard of, resource assistance request procedures, mobilization procedures, dispatch procedures and demobilization procedures established.

• National uniform standards of local, cross provincial border resource assistance procedures, and cross country border resource assistance established, through national and provincial coordination and local dispatch and demobilization.

• WoF system of dispatchers and dispatch centres (Type 1, 2 & 3 dispatchers and dispatching centres) maintained, trained and operational taken into account existing capacity as per annexure A and as agreed to by the Department.

• WoF weather stations in collaboration with Partners establish and placed to assist in the calculation and forecasting of a Fire Danger Rating System to Partners. (Revisable when the National Fire Danger Rating System is operational and available to the public).

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4.2.5 Capacity Building & Transformation • A national training curriculum developed and implemented for all levels of fire fighters, crew

leaders and incident commanders involved in veld fire suppression. This curriculum is to be developed and accepted by SAQA, Emergency services, FIETA and other major role players in the field. This will be the property of the Department.

• International accreditation as a service provider for Wildfire Management within one year of the signing of the contract.

• Functional training programme implemented for all beneficiaries and partner agencies. • A comprehensive and integrated life skills training programme that will meet the needs of the

beneficiaries developed to meet the economic empowerment and the social development objectives of the programme.

• A training curriculum for a limited number of WoF fire fighters, crew leaders developed that will allow for a greater intervention in structural fires, informal settlement fires and a broad range of disaster management operations. This will be the property of the Department.

• A fully equipped national training academy developed capable of providing a service of excellence to WoF beneficiaries, to beneficiaries of other EPWP Programmes and to all partners involved in Integrated Veldfire Management taken into account the current capacity in place and as determined by the Department taken into consideration available budget.

• A sports training programme developed where appropriate WoF beneficiaries can receive quality coaching in order to optimize sport as a personal development opportunity to beneficiaries.

• A training programme for coaches in appropriate/selected sport disciplines coordinated with national and international sports bodies so as to allow appropriate WoF beneficiaries to contribute to sport development amongst the youth of rural communities

• To develop a comprehensive network of international organizations that aim to promote the exchange of knowledge and skills in wild fire management and youth development through formal exchange agreements.

4.2.6 Fire Protection Associations • Assist Department of Agriculture Forestry & Fisheries (DAFF) with the establishment and running

of FPA’s as from time to time agreed between DEA and DAFF. • Information and training provided to emerging Fire Protection Associations. • Alignment of FPA’s with district municipalities and UFPA’s with provinces promoted in order to

integrate with their respective jurisdictional responsibilities as depicted in the Disaster Management - and Fire Brigade Services Acts.

• Community-based integrated fire management promoted and enhanced. • Encouraged communities to take ownership of the fire challenges in the area through enhancing

the sustainability of FPA’s by inter alia supporting them with the establishment of local dispatch and provincial coordinating centres.

• Where appropriate and as prescribed by the Department support the delegation of power to approved persons through DAFF in order to equip them with the necessary authority required for enforcement of the National Veld and Forest Fires Act (e.g. fire protection officers).

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• Assist DAFF with the development of guidelines and policies on compliance and enforcement to be formulated in support of the National Veld and Forest Fire Act.

4.2.7 Monitoring & Evaluation • The monitoring and evaluation matrix based upon key performance indicators refined and

implemented as per deliverables above and agreed with the Department. • Key performance indicators measured and evaluated by the Department. • WoF data management system expanded, refined and implemented as agreed with the

Department. • With co-operation from partners and FPA’s, to combine and collate fire incidences into a

database for contribution to the national fire database.

4.2.8 Research & Development • The core deliverable of research and development in Working on Fire is to ensure that the

Programme’s operations are informed by best available knowledge and practice, and that an effective mechanism is instituted to ensure that the strategic objectives of the Programme are achieved. In order to achieve this, the following deliverables are applicable: o Improved understanding of the ecological implications of alternative veld and forest fire

management regimes in order to improve our ability to manage it effectively. o Improved understanding of the impacts of alternative fire management regimes on the

productive potential of land, in order to ensure that programme interventions maximise the agricultural benefits associated with an integrated fire management programme.

o Improved understanding of fire management approaches to minimize the risk of damage to infrastructure and livelihoods

o Improved understanding of the social and economic impacts of the programmes’ activities on participants, in order to maximise the socio-economic benefits that can be gained.

o Improved understanding of the threats that wild fires pose to the economy, in order to ensure that efforts of the programme maximise returns to society at large.

• In order to deliver on the above research will be done in the following key focus areas as will be

determined by the Department and dependent on the availability of budgets:

1. Best management practices in Incident Command Systems 2. Best management practices in ground operations including:

• The development of an integrated approach to overall fire management including all aspects of protection, hazard reduction and control.

• The trial development and implementation of veld fire management strategies.

• Limiting the affect of veld fires on poor communities in areas exposed to such fires.

• Addressing the costs of fires, both in terms of damage and control, and the role that an integrated fire management strategy can play in reducing these costs.

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• An evaluation of the costs, benefits and effectiveness of the investment (e.g. reduction of damage and fire-fighting costs).

• Recognition of the role of fire, and its use, in South African ecosystem management.

• Developing a protocol to reduce the hazard of fuel load build-up from invasive alien plant clearing operations and guidelines to engage fire as a management tool to control invasive alien plants.

3. Best management practices in aerial support. 4. Institutional and legal options and, 5. Best management practices with regards to dispatch & coordination

4.2.9 Advocacy • Projects and initiatives between partners co-ordinated to encourage land-users and the general

public in awareness of their responsibility to integrated fire management. • Investment potential for integrated fire management unlocked through effective promotional

activities. • Development of specialists and practitioners that support fire awareness and education

promoted. • Compliance within a national fire management framework promoted. • The formation of FPA’s and the concept of fire danger weather and compliance with and

enforcement of relevant legislation promoted. • The umbrella communication platform called Firewise South Africa on behalf of all participating

stakeholders administered. • WoF and Firewise branding and values promoted. • Key government departments and agencies in the promotion of their objectives and policies

promoted in relation to integrated veld and forest fire management. 5 REPORTING 5.1 The Service Provider/s will submit monthly and quarterly progress reports to the Programme

manager, within 4 days after the end of each month and quarter for the duration of the project. 5.2 Failure to submit the required reports on time will result in penalties. 6 MONITORING PROGRESS ON ASSIGNMENTS 6.1 The Programme manager shall do the ongoing management of the Service agreement. 7 CONTINUITY AND PROFILE OF SENIOR STAFF ON THE PROJECT 7.1 The Service Provider/s must guarantee the presence of the senior in charge of fieldwork throughout

the duration of the contract. Prior to the appointment of a replacement, the Programme Manager must approve such appointment. If the senior has to leave the programme, a period of at least a month is required in which the senior must work parallel with the next person (senior manager with

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similar expertise and equal years of experience) appointed to be able to transfer skills and knowledge.

8 CONDITIONS OF BID 8.1 Bids will be subject to Supply Chain Management Conditions as follows –

The Preferential Procurement Regulations, 2011 issued in terms of section 5 of the Preferential Procurement Policy Framework Act (Act No 5 of 2000), aligned with the aims of the Broad Based Black Economic Empowerment Act and its Codes of Good Practice. In accordance with this Act, submissions will be adjudicated in two stages: firstly, on functionality which must be done in terms of the evaluation criteria indicated in section 14.1 and the minimum threshold referred to in paragraph 9.3 below. A bid must be disqualified if it fails to meet the minimum threshold for functionality as per the bid invitation and secondly, only the qualifying bids will be evaluated in terms of the 90/10 preference points systems, where the 90 points will be used for price only and the 10 points will be awarded in terms of the of the B-BBEE Contributor level as per the B-BBEE Verification Certificate submitted by the service provider.

8.2 The proposal should include, amongst other, the following: 8.2.1 A proposed plan of action.8.2.2 A list of references; 8.2.2 Ability to ensure continuing of staff on the project. 8.2.3 A briefing session will be held on 11 January 2012 as determine by the department at 14

Loop Str. Cape Town. 8.2.4 The original Tax Clearance Certificate must be submitted together with the bid. Failure to

submit the original and valid Tax Clearance Certificate before the Adjudication Committee will result in the invalidation of the bid.

8.2.5 In bids where Consortia / Joint Ventures / Sub-contractors are involved, such must be clearly indicated and each party must submit a separate Tax Clearance Certificate before the Adjudication Committee. Failure to submit the original and valid Tax Clearance Certificate will result in the invalidation of the bid.

8.2.6 Certified copies of the Tax Clearance Certificate will not be acceptable. 8.3 Bid is valid for 180 days; bid validity may be extended in the event that the bid is not finalized within

the validity period. 9. SPECIAL CONDITIONS 9.1 The Curriculum Vitae of the top management who will be available for the duration of the work must

be attached; NOTE: Failure to submit the CV’s will invalidate your bid proposal. 9.2 The bid proposals should be submitted with all required information containing technical information

as well as price information (NB: DEA Entity Maintenance form included in the bid documents must be completed and returned with the bid proposals).

9.3 Only bidders who score at least 75% for the technical information will be preferred.

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9.4 Suppliers/Service Providers are requested to submit the original and valid B-BBEE Status Level Verification Certificate or certified copies thereof issued by verification agencies accredited by SANAS or registered auditors approved by IRBA together with their bids, to substantiate their B-BBEE rating claims, failing which the B-BBEE preference points claimed will be forfeited.

9.5 Bidders who do not submit B-BBEE Status Level Verification Certificates or are non-compliant contributors to B-BBEE do not qualify for preference points for B-BBEE but will not be disqualified from the bidding process. They will score zero (0) points out of 10 for B-BBEE.

9.6 A trust, consortium or joint venture will qualify for points for their B-BBEE status level as a legal entity, provided that the entity submits their B-BBEE status level certificate.

9.7 A trust, consortium or joint venture will qualify for points for their B-BBEE status level as an unincorporated entity, provided that the entity submits their consolidated B-BBEE scorecard as if they were a group structure and that such a consolidated B-BBEE scorecard is prepared for every separate bid.

9.8 Public entities and tertiary institutions must also submit B-BBEE Status Level Verification Certificates together with their bids.

9.9 A bidder will not be awarded the points claimed for B-BBEE status level of contribution if it is indicated in the bid documents that such a bidder intends sub-contracting more than 25% of the contract value to any other enterprise that does not qualify for at least the same number of points that the bidder qualifies for, unless the intended sub-contractor is an EME (Exempted Micro Enterprise) that has the capacity and the ability to execute the sub-contract.

A contractor is not allowed to sub-contract more than 25% of the contract value to another

enterprise that does not have equal of higher B-BBEE status level, unless the intended sub-contractor is an EME (Exempted Micro Enterprise) that has the capability and ability to execute the sub-contract.

9.10 DEA reserves the right to invite short listed suppliers/companies to present their bid proposals at their own costs during the evaluation of the bids.

9.11 Where applicable bidders must be prepared to work at rates not exceeding those prescribed by the office of the Auditor-General or the Department of Public Service and Administration (DPSA).

10 ADDITIONAL INFORMATION ON BID PROPOSAL

10.1 The supplier / service provider should provide details of staff training, highlighting training and development policies and procedures, with specific reference to affirmative action policies and initiatives.

10.2 The percentage management fee (% of operational expenses) that the bidder (implementing agent) will charge the Department and what functions and services this will include.

10.3 In so far as possible, a concept budget, showing the budget allocations per function and items. How a joint venture (if the bidders are a joint venture between a BEE firm and a non BEE firm) will split the work between the firms. The detail must be such that DEA can audit the actual work allocation during the delivery to enforce the transfer of skills between the two firms. (The percentage involvement of

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each company in the joint venture should also be indicated). Please note that all members of the joint venture should sign the contract and are jointly and severally liable for the entire assignment.

10.4 With regards to capital assets bidders must indicate whether they are prepared to manage capital assets on behalf of government (all capital assets will be acquired by government but managed by the implementing agent on behalf of government) and/or whether they are prepared to manage capital equipment through a lease agreement. If bidders are prepared to implement under both scenarios they should indicate the cost structures related to the two scenarios. This excludes aerial support which will be considered to be managed through a lease agreement.

10.5 DEA will not be held responsible for any costs incurred by the bidder in the preparation, presentation and submission of the bids.

10.6 Please take note that DEA is not bound to select any of the firms submitting proposals. DEA reserves the right not to award any of the bids and not to award the contract to the lowest bidding price as well as to renegotiate the bid of the preferred applicant.

10.7 Travelling costs and time spent or incurred between home and office of consultants and DEA office will not be for the account of DEA.

11 FURTHER INFORMATION 11.1 Should you require any further information in this regard, please do not hesitate to contact the

following officials during normal working hours:

Dr. Christo Marais (All Functions)

Email: cmarais@environment.gov.za

Land Line: 021 441-2727 / 021.441-2700 / Cell: 082 551 8316

Mr. Nceba Ngcobo (National Programmes)

Email: nngcobo@environment.gov.za

Land Line: 021 441-2749 / 021 441-2700 / Cell: 083 451 2154

12 INFORMATION REQUIRED 12.1 The evaluation of Bids can only be done on the basis of information required by the department. The

comprehensiveness of the bid can therefore be decisive in the awarding thereof. 13 PAYMENT TERMS 13.1 DEA undertakes to do transfer payments in advance based on valid claims for work done to its

satisfaction upon presentation of a substantiated claim and the required reports stipulated in

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paragraph 5. No payment will be made where there is outstanding information/work not submitted by the Service Provider/s until that outstanding information is submitted.

14 EVALUATION CRITERIA 14.1 All bid proposals submitted will be evaluated in accordance with the 90/10 principle and the values

and evaluation criteria is as follows:

Values: 1 = Poor; 2 = Average; 3 = Good; 4 = Very Good; 5 = Excellent.

Criteria Weight Score (out of 5)

A. SCORE FOR FUNCTIONALITY OUT OF 100

1. Proposed functional structure proposed by bidder on how the programme will be managed

5

2. Proposed organisational and budget structure proposed by bidder on how the functional structure will be serviced

5

3. Technical experience of bidding entity and how the experience will be deployed within the organisational structure

3.1 Setting up of and support to Fire Protection Associations 5 3.2 Advocacy & awareness 4 3.3 Detection, Dispatch & coordination 5 3.4 Ground operations 3.4.1 Fire protection & prevention 8 3.4.2 Fire suppression 8 3.4.3 Prescribed burning for ecological purposes 5 3.4.4 Fleet management 10 3.4.5 Capacity building & transformation. The bidder must provide

a model and a program that indicates how the program can achieve maximum beneficiaries at the best conditions and training.

5

3.5 Procurement, management and supply of aerial support 10 3.6 Setting up and management of incident and command system 10 3.7 Implementation of Expanded Public Works Programmes 5 4 Unlocking of private sector and other resources 10 5 Track record of bidding entity 5 B. BBBEE CERTIFICATION 10

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C. FINANCIAL CRITERIA AND EVALUATION Four key criteria will be assessed in the financial evaluation i.e. price (Management fee as % of operational budget), financial standing, robustness and delivery of the funding proposal, and robustness of the Financial Model(s). Each financial criterion will have a pass threshold. Bidders will be required to pass all four thresholds in order to pass the financial evaluation.

1 10 2 9 3 8 4 5 5 4 6 3 7 2 8 1 Non –compliant contributor 0

Total points scored by bidder for functionality = Weighted value score Percentage allocated for functionality (eg functionality out of 100)

Maximum Potential Score = 100 x 5 = 500 NB: A bid will not be disqualified from the bidding process if the bidder does not submit a

certificate substantiating the B-BBEE status level of contribution or is a non-compliant contributor. Such a bidder will score 0 out of a maximum of 10 points for B-BBEE.

IN EVALUATING THE TECHNICAL INFORMATION CONTAINED IN THE BID, THE EVALUATION COMMITTEE WILL BE GUIDED BY THE FOLLOWING: • Bidder’s understanding of the brief – The bid provides a clear indication that the bidder fully understands

the purpose and scope of the work and the bidders’ own roles and functions in this regard. • Capability and experience – The bid provides a clear indication that the bidder’s team comprises people

with the necessary experience, skills, qualifications, knowledge and skills required to ensure the efficient and effective generation of the required deliverables to the highest standards of quality.

• Track Record – The bid provides clear information on previous, relevant projects that confirm that the bidder has the required experience and success track record in the area of general project management and management related projects.

• Quality of the Bid – The bid is structured, laid-out, formatted and organised in such a way that the evaluation committee is easily able to access the bid in accordance with the evaluation criteria and are provided with an insight into the quality of deliverables that may be expected from the bidder if successful.

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APPENDIX 1 – PROGRAMME OVERVIEW: CURRENT EXTENT OF THE PROGRAMME Table 1 shows the indicative Medium Term Expenditure Framework Budgets Allocated to Working on Fire for the period 2012/13 – 2015/16. Provisionally proposed budgets must fall within these allocations. The figures for 2015/16 – 2019/2020 will only be finalized during the years preceding the actual year in question. Proposed budgets as presented by bidders must be within these budget lines. Table 1: Medium Term Expenditure Framework Budgets for Working for Fire

Year

Baseline BUDGET ALLOCATION

Wage INCENTIVE ALLOCATION

Provincial Government Departments

High Altitude Invasive Alien Plant Fuel Reduction Programme Total

2012/2013 R'000 334 627 48 911 7 200 64 000 454 738 2013/2014 R'000 368 632 47 161 7 400 74 000 497 193 2014/2015 R'000 484 750 49 991 7 400 84 000 626 141 2015/2016 R'000 513 835 52 990 7 844 89 040 663 709 2016/2017 R'000 544 665 56 170 8 315 94 382 703 532 2017/2018 R'000 577 345 59 540 8 814 100 045 745 744 2018/2019 R'000 611 986 63 112 9 342 106 048 790 489 2019/2020 R'000 648 705 66 899 9 903 112 411 837 918 GROUND OPERATIONS TEAMS DEPLOYED Table 2 (a) shows the number of teams in field and new teams planned for during the 2012/13 financial year. The new implementing agent will have to take over these teams. TABLE 2(a): 2012/13 TEAMS IN FIELD

PROVINCE *WP9191 WAGE INCENTIVE TEAMS

OTHER TOTAL EXISTING TEAMS

NEW TEAMS

TOTAL TEAMS 2012/13

Western Cape 11 8 19 4 23 Eastern Cape 15 6 21 4 25 Kwazulu-Natal 17 6 23 4 27 Limpopo 11 5 16 4 20 Mpumalanga 10 7 17 4 21 Gauteng 3 3 6 4 10 Northwest 9 4 13 4 17 Free State & Northern Cape 10 9 19 7 26 Integrated Fire 4 4 8 8

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Management Staff Heli Crews 9 9 9 Structural 13 13 13 Firewise 6 6 6 Total 90 52 28 170 35 205

*WP91919 is the number of the contract the Department has with the current service provider.

Table 2 (b): Teams deployed per Partners & Categories Existing Teams New Teams Total Teams

Department of Agriculture Forestry & Fisheries 6 4 10 SANParks 15 3 18 Provincial Conservation Authorities 14 4 18 Municipalities 15 6 21 Fire Protection Associations 55 17 72 WoF (No Partner Involved) 12 4 16 Private 16 16 Communities 1 1 South African National Defence Force 0 1 1 Ifms 4 Heli Crews 9 Structural 13 Firewise 6 Total 166 39 205

Table 2 (c) shows the existing projects number of teams in field and new teams planned for during the 2012/13-2013/2014 financial year.

Table 2(c) Number of beneficiaries

Job Category Total Employed 2012/2013

Crew Leaders Type 1 168 Crew Leaders Type 2 308 Fire Fighters 4096 Stores Personnel 118 Drivers 70 Heli Crew 65 Structural 203 High Altitude 378 Craddle of Human Kind 42 GDARD 42 Blue IQ 42

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PROGRAMMES MANAGEMENT STAFF COMPONENT WHOM THE NEW IMPLEMENTING AGENT WILL HAVE TO TAKE OVER Table 3 Programme Management staff Job Category Position Total Employees Senior Management National Programme Leader 1 National Grounds Operational

Manager 1

Head of Department 9 General Managers 7 National Grounds Auditor 1 Middle Management Assistant Regional Managers 2 Provincial Ground Operational

Managers 7

Regional Managers 31 Assistant Regional Managers 3 Project Managers 2 Assistant Human Resource Managers 1 Communication Manager 1 Assist Head of Departments 2 Junior Management Wage Incentive Base Manager 30 Base Managers 5 Assistant Base Managers 1 FPA Managers 11 OHS Officers 8 MCLO 13 SDO 6 Technical Staff Regional Dispatch Coordinators 4 Dispatchers 14 Dispatch and Training Developer 1 Bio Device Operator 1 Statician 1 Administration/ Officers Payroll Manager 1 Warehouse Administration 7 Finance and Procurement Clerks 22 Stock Controllers 10 Data Clerks 8 General Administrators 34

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Training Training Instructors 8 Firewise Project Managers 7 Coordination 5 Administration 6 High Altitude Project National Manager 1 Project Managers 7 Admin and Coordination 3 GEF and Global Projects Coordination 3 OPERATIONAL TRANSPORT RESOURCES

Table 4: WoF 2012-2013 Transport Resources

No of vehicles

KM's/ month

BUS

Standing fees (includes first 1 000km) 15 1 Additional Km's 15 3 199 SAMIL (STD)

Standing fees (includes first 500km) 23 1 Additional Km's 23 1 077 SAMIL (ROP)

Standing fees (includes first 500km) 9 1 Additional Km's 9 1 078 TRAILERS (fixed per month) 15 1 Total 47 113 463

The equivalent of the above will have to be procured by the new implementing agent or procured the department. Potential bidders must indicate whether they are prepared to work under any of the two scenarios and price both scenarios. CAPACITY BUILDING & TRAINING PROGRAMME Table 5: WoF 2012-2013 Detailed Training Programmes Course description - Incident Command System (ICS) Logistics - ICS Planning Section Chief - ICS Intermediate & Advanced - Veldfire Cause & Origin Determination FIRE SUPPRESSION

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- Helitack Training - Crew Leader Type 1 - Crew Leader Type 2 - Adv, Fire Fighting WOF at Base DRIVERS - Drivers Induction Course - Drivers Advanced Course - Drivers Development Programme PRESCRIBED BURNING - Prescribed Burning: C/Leader WOF PRACTICAL FIRE FIGHTING - 21 Day Programme Fire fighting OTHER COURSES - Burshcutter Course - Chainsaw Operator - First Aid - Health & Safety Representative Course - Induction Wof at base - Store Keeper Course - Herbicide Applicator Course - Fire Safety and Survival Training - Helicopter Safety Leader Training - Computer Admin Training - Leadership programme crewleaders - Junior Management programme

DISPATCH & COORDINATION Table 6(a) Provinces in which the programme has dispatch & coordination facilities Limpopo Gauteng MpuMALANGA Freestate and Northern Cape KwaZulu-Natal North West Eastern Cape Western Ca[e

Table 6 (b) Operational Functions of dispatch and coordination facilities Weather Weather Forecast Services Transfer of weather data

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Wx Station Maintenance Training Transport Accommodation Meals Venue Hire Equipment Hire Stationary Training Fees Internet

AERIAL SUPPORT Table 7: Number of aircraft deployed in WoFire.

Winter(Summer Rainfall Regions) No of a/c

Spotter 8 Huey 8 802 1 HSV 8 Sub-Total 25 Summer (Winter Rainfall Regions) Spotter 8 Huey 8 802 0 HSV 8 Sub-Total 24

The new implementing agent will have to procure and supply the same or an equivalent areal support fleet but the expansion or reduction of aerial support will form time to time be revised by the Department depending on needs and budget. ADVOCACY Table 8: Working on Fire Advocacy Programme Activities - Advocacy - Advocacy, Communications &Social Development: Community Activities - Events - Communications - Branding & Production - Development and Upliftment - Fire Awareness - Social Development

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- Special Projects - Advocacy, Communications & Social Development:: Staff Training and Development - Inductions & Training - Development and Mentorship - Communications - Media - Advertorial - Consultants services (Photography, Videography, etc.) - Monitoring - Newsletters - Website - Branding & Production - Marketing materials & resources - Campaigns - Corporate identity - Development & Upliftment - Team Development - Community Upliftment & Resources - FPA & Communities - Fire Awareness - Fire awareness materials - Fire awareness campaigns & events - Social Development - Social Development resources - Social Development campaigns & events - Social Development consultants / services - Events - WOF Anniversary events as agreed with the Department. - National Workshops, Conferences & Meetings - Other Events - Special Projects - Eco coffins - WOF Scholarship fund - WOF Beneficiary Profiles - Base Projects

WAGE INCENTIVE The Department of Public Works: Environmental and Culture sector enters into annual agreements with Departments to promote the objectives of the Expanded Public Works Programme and expand job creation in the delivery of environmental and culture sector programmes/projects within the Departments mandate.The

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Working on Fire Programme constitutes part of the Expanded Public Works Programme and is implemented by a management agent. The incentive budget is an additional budget allocation over and above the baseline appropriation to the Department of Environmental Affairs. PROVINCIAL GOVERNMENT DEPARTMENTS The Department of Environmental Affairs through the Working on Fire Programme operates in partnership with government departments and local authorities across the country to: • Enhance delivery of Working on Fire’s objectives and make a substantial contribution to the national

preparedness to address wildfire risk and optimizing the land use and biodiversity impacts of veld and forest fires.

• to establish, train and deploy a “rapid attack” specialized fire-fighters in specified areas as agreed upon with the relevant authorities.

• Suppress wild fires and to prepare firebreaks

The following Agreements are currently in place to address the above objectives: 1. The Gauteng Department of Economic Affairs for the implementation of the Dinokeng projects based

in Dithole. 2. The Gauteng Department of Agriculture and Rural Development,Rust de Winter area. 3. The Gauteng Department of Economic Affairs throughthe Craddle of Humankind Heritage Site

Management Authority for the placement of a WoF team at the Craddle of Humankind site. HIGH ALTITUDE Due its nature Working on Fire specialises in working in inaccessible terrain during fires. In order to optimize skills development the clearing of invasive alien plants from inaccessible places where rope access is essential to do the clearing this function was included in the scope of work of the WoF programme under the function of fuel load reduction. The objectives are: 1. The identification of areas accessible through rope access only that need clearing. 2. The safe removal of invasive alien plants from inaccessible areas. 3. To contribute to the use of fires for the control of invasive alien plants UNITED NATIONS DEVELOPMENT PROGRAMME The United Nation National Development Programme and the Department of Environmental Affairs entered into a MoU for the reduction of risks from wildfire hazards associated with climate change in South Africa. The project is aligned with the strategic goals and KFA of the Working on Fire as implemented by a service provided contracted by the South African Government.. The project period is 2011-2015.