(EOI)
SELECTION OF
PROGRAM ADVISORY AND MANAGEMENT
CONSULTANT (PAMC)
Infrastructure Corporation
of Andhra Pradesh Ltd.
(Under the control of Infrastructure & Investment
Dept., GoAP)
Contents
1
Introduction ..................................................................................................................................... 5
2.1
Considerations......................................................................................................................... 7
2.2
Processes ................................................................................................................................. 7
2.3
2.4
Outcomes ................................................................................................................................ 9
3.2
3.3
3.4
3.5
3.6
3.7
Summing Up ................................................................................................................................. 19
Bid Process.................................................................................................................................... 20
Introduction
The Government of Andhra Pradesh (GoAP) has decided to establish a Greenfield capital city
for the new state near to the cities of Vijayawada and Guntur in an area of about 30,000
Acres. It is also decided to notify a large region 1 surrounding the capital, including 5-6
municipalities and several villages, as a metropolitan development region. The GoAP
proposes to develop the capital and the population nodes within the region as a compact
transit-oriented, environment friendly and densely populated serene clusters by enabling
technology and effective governance.
The vision is to create a vibrant, diverse, inclusive, and modern city which is not only a
glowing pride for all the people of Andhra Pradesh but also a magnet for skilled migrants
from across the world. It would synthesize the best features of urban planning, sustainability,
and effective governance to create an inclusive, highly liveable, and world-class urban ecosystem.
The construction of a new capital city is not merely an exercise in building physical
infrastructure. It involves the creation of a concept plan and design that is not only modern,
environmentally sustainable, and functionally efficient, thereby endowed with a high-degree
of liveability quotient, but also resonates with the local environment, history and culture,
thereby creating a deep sense of attachment and ownership among its primary stakeholders.
It also involves the development of a socio-economic plan that explores the economic
activities that are most likely in the specific context to generate rapid and sustainable
economic growth and the social policies that are necessary to ensure inclusive development.
While the GoAP develops the capital city, it is also keen to ensure that the development of
the region happens in a planned manner. Accordingly, it wants to establish excellent
transportation connectivity between the population nodes within the region. It will use the
metropolitan Master Plan and rigorous enforcement of zoning regulations to prevent the
haphazard sprawl-type urban growth at these nodes.
It proposes to conduct a Master Plan competition, inviting globally reputed urban master plan
designers/ Planners/ Architects, to develop the spatial concept master plan for the capital city
and the metropolitan region. It is expected that the spatial concept Master Plan along with the
Special Development Control Regulations/ Zoning Regulations for the city and the region
will be ready in 9-12 months.
The GoAP invites transparent global competitive bids to identify a Project Advisory and
Management Consultant (PAMC) for the capital city Project. The Consultant will have to
deliver on a set of processes as well as technical outputs. The former would include typical
1
The proposed region would be slightly bigger than the current urban development authority (VGTM UDA)
area.
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The planning of cities is a complex process, demanding careful analysis of all influencing
factors, their direct and indirect impacts, prioritizing among them, and allowing the flexibility
to accommodate future demands and requirements, into an inclusive and sustainable spatial
structure.
This process should be underpinned by a set of Considerations that are required to develop a
capital city that meets the desired objectives. The translation of each of these Considerations
into action Outcomes would require following clearly defined set of Processes. Many of
these Processes would involve the City Government officials working in close engagement
with Professional Experts hired from outside. The deliverables of the Consultant should
map each Consideration to its respective Processes, and each Process into respective
Outcomes.
2.1
Considerations
Physical Considerations
Socio-cultural Considerations
Economic Considerations
Financial Considerations
Technological Considerations
Political Considerations
Environmental Considerations
Each of these Considerations would have to be analysed in terms of its multiple dimensions.
2.2
Processes
Each Consideration would in turn have to be translated into action through one or more
Processes. An illustrative list 2 of the Processes is as follows:
1.
2.
3.
4.
5.
Defining the Administrative Structure for Capital City Development Project (CCDP)
Land Procurement at the identified locations
Launch of Capital City Communications Strategy
Preparation of Socio-economic Master Plan for the City
Preparation of high-level Concept Master Plan of spatial elements following a design
competition and its approval by the Cabinet
These are only illustrative and should not, in any manner, be construed as the complete list of processes that
are required.
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6. Preparation of Special Development Control Regulations/ Zoning Regulations for the city
and the region
7. Preparation of detailed Master Plan as well as the Metropolitan Plan for the VGTM-UDA
area
8. Preparation of detailed infrastructure Plan
9. Preparation of Relief and Rehabilitation Plan
10. Preparation of architectural plans for the various important buildings and physical
structures as per the Council of Architecture (COA) norms
11. Preparation of policy frameworks and institutional governance systems
12. Preparation of resource mobilization and public investment Plan
13. Preparation of Environment Impact Assessment Plan
14. Procurement of Contractors and Project Managers for the Execution
Each process would involve various stages, including public and other stakeholder
consultations. The Consultant should outline the best practices that are followed in different
city development projects from across the world.
2.3
Professional Expertise
Many of these Processes would require the assistance of external professional expertise. An
illustrative list 3 of these experts is as follows:
1. Urban Planner
2. Infrastructure Planner
3. Transport Planner/ Engineer
4. Environment Planner/ Engineer
5. Urban Designer and Architect
6. Landscape Architect/ Designer
7. Urban Economics Expert
8. Urban Development Management Expert
9. Engineering Consultants
10. Social Planning Consultants
11. Public Finance Specialist
12. Public Policy Specialist
13. Land Surveyors
14. Market survey specialist
15. Technology Experts
16. Legal experts and
17. Habitation/ R&R Specialist
The Consultant will have to prepare a list of reputed prospective providers for each of these
services. Their report should also suggest the preferred means for procuring these service
3
These are only illustrative and should not, in any manner, be construed as the complete list of processes that
are required.
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providers including broad professional fee of the services, based on the best practices from
across the world.
It is proposed to hold a design competition by inviting reputed Urban Planners/ Architects
through a RFQ route. Finally, the Consultant should play the role of transaction advisor in the
process of procuring the services of these service providers, either as a single or a
consortium.
2.4
Outcomes
These are only illustrative and should not, in any manner, be construed as the complete list of processes that
are required.
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These estimates shall be made for both the city as well as the metropolitan region.
The estimates shall be made based on different scenarios of economic growth as well as
other critical contributory factors (scenarios analysis).
3.2
Socio-economic vision for the new capital city by involving various stakeholders (e.g.,
respective government officials, advisory committee members) as well as benchmarking
other successful cities globally.
The vision should have both qualitative and quantitative assessments on a variety of
critical urban development parameters.
Integrated economic model over the full city development cycle in phases, which links
industry economic growth to job/population creation to infrastructure/ land requirement
to policies/ guidelines/ regulations to GDP projections.
A scenarios analysis based on the different assumptions of economic growth and other
critical growth contributors.
3.3
Choice of industry clusters and anchor sector attraction value proposition based on a
study of various economic/strategic parameters of these industries (e.g., local cost
competitiveness of the region, demand supply scenarios by industry) to achieve the
GDP/job creation aspiration laid out in the socio-economic vision.
The strategy required to promote them, especially by leveraging the local opportunities.
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3.4
Infrastructure strategy
Split of overall land requirement across the urban nodes, urban centers, transit oriented
growth centers, industry clusters, infrastructure needs, real estate requirement etc. for
the defined population
Financing strategy for the various infrastructure projects including Public-Private
Partnerships, to leverage the public resources efficiently.
Define the most appropriate tendering process and the financial / technical criterion
guidelines to ensure right balance between value maximization, implementation success
and quality of delivery.
3.5
Integrated financial model to project the following components of the city financials
over the full city development cycle: GDP, tax revenues, capital expenditure,
public/private investment mix, annual cash flow, etc.
Value capture (for the government) from various area development interventions
through innovative urban planning policies. Such policies can also help unlock land for
construction of various community assets and affordable housing units.
Land Procurement Plan that unlocks land for public infrastructure at the lowest cost and
through mutually beneficial partnerships with the land owners. Consolidation of best
practices from across the world and recommendations of the best possible strategy given
the local context.
Options for various PPP models by infrastructure type (e.g., hospitals, schools, water
treatment etc.) and decision making criteria to choose the most efficient and effective
model for providing services.
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Identify potential sources of finance for seed funding through identification of the types
of investors, their typical characteristics, preferences and risk return profiles.
Total seed funding requirement to start the city development and identification of
sources for the seed funding.
3.6
The Policy frameworks should be designed with the objective of achieving the desired
qualitative and quantitative socio-economic goals outlined.
Development of a tiered urban planning structure which promotes densified and transitoriented urban growth which reduces commute times and help reap the benefits of
population density.
3.7
Authority/ SPV architecture for the new capital city including potential tax sharing
structure between the Authority/ SPV and the state government, based on assessment of
various models prevalent in other successful cities in India and globally.
Options for the region development authority based on global best practices (e.g., city
governance under the municipality act vs. done privately, city to be headed by a private
vs. government professional city manager).
Identify key roles to hire for the finalized Authority/ SPV architecture and develop a
capability building framework which :
o Details out the skills required across different stakeholders, desired end state on
these skills and a gap assessment approach
o Lists the training modules on key urban management skills (e.g. transport
planning, financing urban infrastructure, project management etc.)
o Define policy interventions to support development of a network of public and
private institutions to continuously provide technical support and help drive
continuous up skilling of city managers.
o Develop the recruitment plan to hire the identified roles
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It is necessary to establish an effective PAMU within the Project Execution Agency Capital
Development Authority (CDA) for the execution of the CCDP with the following
responsibilities:
Overall program management setup (e.g., roles in the PAMU, process to escalate
bottlenecks appropriately for successful and timely delivery).
Help manage preparation of documents for the various legal and statutory clearances
required for the execution of the CCDP.
The PAMU should have a monitoring system with clearly defined protocols for the most
effective monitoring of the program. The Consultant shall assist the PAMU with the
following activities.
Research and analytics support to both facilitate the processes as well as improve the
quality of execution.
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The Transactions Advisory services shall include all the activities proposed to be covered by
in the CCDP. This will involve working alongside the implementation team, assisting in dayto-day activities, and building capability of the implementation team members.
They shall include assistance in the execution of all the processes outlined in Section 2.2 and
outcomes in Section 2.4, as well as procurement of all service providers indicated in Section
2.3. The Consultant shall analyse the best practices and failures from across the world for
each process and shall present the options available, with their respective pros and cons, so as
to enable the government make the most optimal decision for the project context. In
particular, they include:
Help establish an effective Project Advisory & Management Unit (PAMU) within the
Capital Development Authority for - execution of the CCDP by following the processes
outlined in Section 2.2 to realize the outcomes mentioned in Section 2.4. The Consultant
should help formulate the structure, governance, and operating model of the PAMU.
Define the performance review framework and tools, including performance reports,
scorecards, and review architecture for the PAMU.
Assist the Project Execution Agency Capital Development Authority (CDA) in the
procurement of various external service providers as provided in Section 2.3, including
helping manage the entire bid process
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and provide feedback to the consultant in case of misalignment, for them to revise
their deliverables.
It should have a Project monitoring system with clearly defined protocols for the most
effective monitoring of the Project. The Consultant shall assist the PAMU with the
following activities:
Continuous problem solving and debottlenecking.
Gathering and publishing of performance dashboards.
Preparation and conduct of cascading reviews.
Implementation of the communications strategy including the publishing of public
performance reports.
o Research and analytics support to both facilitate the processes as well as improve
the quality of execution.
o
o
o
o
Assist the PAMU in effective management of the contract with various external service
providers.
Assist the CDA in the effective management of the process of preparation of the Concept
Master Plan and the detailed Master Plan.
Provide information on national and global best practices in various aspects of the CCDP.
Further, consultant should have customized the international best practices to Indian
conditions.
Help prepare documents for the various legal and statutory clearances required for the
execution of the CCDP.
Leverage the consultants network of global resources to improve the quality of execution
and its monitoring by providing appropriate guidance.
Interface and stakeholder management - While the CDA will maintain overall
responsibility for stakeholder management, the Consultant will focus on ensuring that
stakeholder requirements are delivered though each of the project components
o Develop an Interface Management Process to track interface across stakeholders,
specialist consultants, contractors, etc.
o Facilitate external interfaces with major stakeholders along with CDA.
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Define all stakeholders for the capital city region with the assistance of CDA.
Develop and implement a stakeholder management and coordination strategy.
Initiate contact with all relevant government and non-governmental entities.
Coordinate with the regulatory agencies and other stakeholders that have an
interest or are participants in CCDP for the provision of any required permits
o Prepare engagement strategies with private sector providers.
o
o
o
o
Though the Sections 2.2, 2.3, and 2.4 mention most of the required processes, service
providers, and outcomes, the GoAP reserves the right to limit the activities of the
Consultant to the extent it feels necessary. This can be based on the considerations like
levels of satisfaction with the work of the Consultant or the cost of having the same
transaction done by another Consultant. To this extent, the scope of work for the
Consultant as well as the Consultants team strength is modular. This would enable
greater discretion to the CDA in managing the contract in the most cost-effective manner.
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Capacity Building
The CCDP is expected to be a long-drawn project involving not only the creation of a
new Capital but also effective management of the facilities created and public service
delivery in the new City. A dedicated team of officials from the government shall be
positioned within the CDA for the entire duration of implementation.
It is imperative that the city development process be used to instill experience and
professional competence in this core team. Accordingly, the Consultant should help
build the various skills required for project design, procurements, monitoring, contract
management, technology applications, communications, and so on.
The objective is that the Consultant will be slowly phased out and this core team of
officials should take over the responsibility of managing the CCDP and beyond.
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7 Summing Up
Summing up, the Consultant should deliver outputs on each of the following things:
1. Process Outputs
a. Transactions Advisory Services on activities in the Project Development
Chain, in particular the selection of a Concept Master Planner/ Designer/
Architect through a design competition and a communications strategy
advisor.
2. Technical Outputs
a. Project Development Map
b. A Socio-Economic Master Plan for the Capital City; and
c. Establishment of PAMU.
3. Capacity Building of the Project Development team constituted by the Government
of Andhra Pradesh.
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Bid Process
Non-management consulting services like risk, tax, audit, and assurance services should be excluded
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expertise in these areas drawn from the Consultants global pool of human resources. This
expertise should span urban infrastructure, urban planning, land procurement processes,
urban design and master planning, project finance, PPPs, designing job creation and
economic growth strategies, and developing urban governance frameworks. The Consultants
global personnel who were involved with earlier large city projects should necessarily be
closely associated with this Project.
The bidding firms who meet the pre-qualification criteria will be invited for a detailed
presentation on EOI and the bidder has to give a presentation on Project appreciation, the
Consultants methodology and work plan, etc.
The Committee appointed for evaluation of the tenders shall review the bids submitted and
the committee shall also take into cognizance the presentation of the bidding firms and
evaluate the bids. The shortlisted firms in the first stage shall be eligible to participate in the
second stage of bidding, viz., RFP stage.
The RFP document shall be sent to all the firms shortlisted in the first stage of bidding
(pre-qualification criteria). The RFP stage involves evaluation of both technical and
financial bids of the bidders using Combined Quality Cum Cost Based Selection
(CQCCBS) methodology as per the evaluation criterion laid out in the RFP stage.
Procuring entity and process
The procuring entity is the Capital Development Authority.
Technical and Financial Evaluation of applicants that meets the minimum prequalification eligibility criteria will only be undertaken. Applicants not meeting the
minimum eligibility (Prequalification) criteria are deemed to be disqualified from further
tender evaluation process.
The sole criterion for selection of the Consultant in the RFP stage is the highest combined
technical and financial scores using CQCCBS system. In the event of more than one firm
score the same highest marks, Project Execution Agency Capital Development Authority
(CDA) may call those firms (limited to only such firms) for negotiation/ resubmission of the
financial proposal. In such a case, firm that offers the lowest price quote will be the selected
Consultant.
The consultant should bear all the costs associated with the preparation and presentation of
the proposal and GoAP will not be liable or responsible for the costs, regardless of the
conduct or outcome of the bidding process.
Bid Submission
The Consultant is advised to submit a sealed envelope as mentioned below.
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Marked EOI for Capital City Development Project Consultant Prequalification Criteria
The pre-qualification bid shall be organized and submitted as per the following sequence:
The documents in support of the prequalification criteria as mentioned in 8.1 to 8.4 have to be
submitted.Apart from the documentation, an abstract of the four criteria, no longer than 3
pages, should be submitted The illustrative list is as under:
a. Abstract of meeting the four qualification criteria.
b. Extracts of Audited Balance Sheets for the last 3 years;
c. Work Orders, Completion Certificates from the Clients, copies of relevant
documents and Copy of Certificate of Incorporation; and
d. MOU in case of a Consortium
e. Requirements for Substantial Compliance: Prior to the detailed evaluation of
the Proposal, it would be determined whether each Proposal:
i. Has been properly signed and contains the required representations or
commitments;
ii. Is presented in a manner that conforms with the requirements of the
EOI including the specified format;
f. Material Deviation: A material deviation or reservation is one:
i. which affects in any substantial way the requirements of the EOI and
performance of the Project; or
ii. which is substantially inconsistent with the requirements of the EOI.
iii. whose rectification would affect unfairly the competitive provision of
other competing firms presenting substantially responsive proposals.
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