INVITATION FOR EXPRESSION OF INTEREST

(EOI)
SELECTION OF
PROGRAM ADVISORY AND MANAGEMENT
CONSULTANT (PAMC)

FOR BUILDING A GREENFIELD CAPITAL CITY

FOR ANDHRA PRADESH

Date of Release: 22-10-2014

Proposal Due Date: 05-11-2014.

Infrastructure Corporation of Andhra Pradesh Ltd (INCAP)

Web: www.incap.co.in

Infrastructure Corporation
of Andhra Pradesh Ltd.
(Under the control of Infrastructure & Investment
Dept., GoAP)

INVITATION FOR EXPRESSION OF INTEREST

EoI Notice No. INCAP(AP)/P/ CCDP/30/2014 Dt:21-10-2014
The Government of Andhra Pradesh (GoAP) invites Global
Competitive Bids to select a Project Advisory and Management
Consultant (PAMC) of repute for building a greenfield Capital City
for the new State of Andhra Pradesh. The vision is to create a
compact, transit-oriented city which would synthesize the best
features of urban planning, sustainability, technology, and effective
governance.
The GoAP invites EoI to avail the services of a professional
management consultancy firm of global repute to act as a PAMC
for the Capital City Project. The PAMC will be responsible for the
formulation of a socio-economic master plan and a variety of
transaction advisory services including the selection of a concept
master planner through a design competition.
Interested consultants may download the detailed scope of
services, minimum eligibility requirements etc from our Website:
www.incap.co.in. The firms may submit their EOI to the address
as mentioned below and must be delivered or send to the address
no later than 17.00 IST, 5th November, 2014. (Proposal Due
Date)
Only the shortlisted firms would be requested to furnish a detailed
technical and financial bid in the RFP stage. The Combined
Quality cum Cost based Selection process would be followed in
the RFP stage to select the Consultant.
All communications related to this EoI shall be addressed to:
Sri N. Gulzar I.A.S.,
The Vice Chairman and Managing Director,
Infrastructure Corporation of Andhra Pradesh Ltd.,
# 10-2-1, III Floor, FDC Complex, AC Guards,
Hyderabad - 500 028, Telangana, India.
Tel: +91-40-2332 1771/2; Fax:+91-40-2332 1773
Email: incap@incap.co.in, md@incap.co.in.
Website: www.incap.co.in

EXPRESSION OF INTEREST (EOI) DOCUMENT FOR SELECTION

OF PROGRAM ADVISORY AND MANAGEMENT CONSULTANT
(PAMC) FOR BUILDING OF GREENFIELD CAPITAL CITY FOR
ANDHRA PRADESH
Government of Andhra Pradesh (GoAP) invites global competitive bids to select a Project
Advisory and Management Consultant (PAMC) for building a greenfield capital city for the
new State. The PAMC will be responsible for the formulation of a socio-economic master
plan and a variety of transaction advisory services including the selection of a concept master
planner through a design competition. The bidding will be on two stages Expression Of
Interest (EOI) and the Request For Proposal (RFP). The firms pre-qualified in the EOI stage
shall be eligible for participation in the RFP stage. The RFP shall comprise both Technical
and Financial bids, and the final selection shall be based on combined quality-cum-cost based
selection (CQCCBS) methodology. In addition as part of the selection process, the bidders
will be invited for making a presentation, to highlight their project appreciation, methodology
and work program as well as qualifications for rendering the Consultancy services to the
Project.

Contents
1

Introduction ..................................................................................................................................... 5

Project Development Map .............................................................................................................. 7

2.1

Considerations......................................................................................................................... 7

2.2

Processes ................................................................................................................................. 7

2.3

Professional Expertise ............................................................................................................. 8

2.4

Outcomes ................................................................................................................................ 9

Socio-economic Master Plan ........................................................................................................ 11

3.1

City Demographic Projection................................................................................................ 11

3.2

Socio-economic vision and integrated economic model ....................................................... 11

3.3

Job creation plan ................................................................................................................... 11

3.4

Infrastructure strategy ........................................................................................................... 12

3.5

City Financing Plan............................................................................................................... 12

3.6

City Planning and Enabling Policy Frameworks .................................................................. 13

3.7

City Governance strategy ...................................................................................................... 13

Establishment of a Project Advisory & Management Unit (PAMU)............................................ 14

Transactions Advisory Services .................................................................................................... 15

Capacity Building ......................................................................................................................... 18

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.

5|Page

project management and transaction advisory services, especially in the selection of a

Concept Master Planner/ Designer/ Architect through a design competition and a
communications strategy advisor firm. The latter would include the development of a
comprehensive 10-year Project Development Map and a socio-economic master plan for the
city.

6|Page

Project Development Map

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

The important Considerations in planning the creation of a new city are:

1.
2.
3.
4.
5.
6.
7.

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.

7|Page

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.

8|Page

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

As aforementioned, each of these Processes generates a set of Outcomes or Deliverables.

Many of these Outcomes are in the form of detailed Plans that would in turn guide the actual
physical execution of the activity concerned. These are an illustrative list 4 of possible
Deliverables:
1. Socio-economic Master Plan
a. Resource Mobilization Plan
b. Public Investment Plan
2. Concept Master Plan
3. Detailed Master Plan
4. Utilities Master Plan
5. Transportation Master Plan
6. Affordable Housing Plan
7. City Governance Plan
8. Special Development Control Regulations & Zoning Regulations
9. Design and Construction Guidelines
a. Urban Design Guidelines
b. Housing and its environment design guidelines
c. Signage and advertisement design guidelines
d. Building Construction Codes
e. Building Energy Codes
f. Transit Oriented Development Guidelines
10. Policy Frameworks
a. Town Planning Rules
b. Affordable Housing Policy
c. Property and other taxation Rules
d. Utilities Management Rules
e. Trade Licensing Rules
f. Doing Business Rules
11. Environmental Impact Assessment Plan
12. Relief and Rehabilitation Plan
4

These are only illustrative and should not, in any manner, be construed as the complete list of processes that
are required.

9|Page

In order to realize the aforementioned objectives, the following are required

The Consultant would have to study the best practices and learnings from City
Development Projects from across the world and make clear and actionable
recommendations on each of the aforementioned items.
Generate a blue-print that can be used as a recipe for conceptualizing, planning, and
constructing the new capital city.
Develop clear milestones and clear accountabilities for each deliverable
Set up a monitoring mechanism that will display ongoing measurement of program
performance and help identify and resolve issues quickly
Define the performance review framework and tools, including performance reports,
scorecards, review architecture for the Project Advisory & Management Unit (PAMU) to
monitor deliverable/milestones status (e.g., construction progress, tenant sign up status)
Set up regular review and governance architecture for fact-based tracking of progress as
well as escalating and quickly resolving issues
Identify the various stakeholders - government departments, individual project bidders and elements such as projects, contracts, and services, required to deliver CCDP as well
as the necessary interface relationships

10 | P a g e

Socio-economic Master Plan

In addition to preparing the detailed Considerations-Processes-Outcomes Map, the Consultant

would also have to develop a Socio-economic Master Plan for the City. The socio-economic
plan should inform the various policies that are used to promote economic growth in the
capital city region. It should also form the basis for social policies that are aimed at forming
an inclusive and equitable city.
The Socio-economic Master Plan should examine various dimensions of economic growth,
job creation, infrastructure creation, financing plans, enabling policy frameworks, and
governance models. Its components would include:
3.1

City Demographic Projection

Estimates for population growth by demographics, cascading from core jobs to

induced/indirect jobs to service jobs to overall city population.

Estimates for population by different income levels.

Estimates for 30 year period going till 2045.

Categories of migrants proposed to be attracted to the city.

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 and integrated economic model

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

Job creation plan

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.

11 | P a g e

Critical mass of public infrastructure and amenities investments required to catalyze

private real estate construction activity.

Scenarios analysis of the outcomes under different job creation assumptions.

3.4

Infrastructure strategy

Physical (e.g., roads, telecommunications), Social (e.g., healthcare, education) and

environmental (e.g., green spaces, recreational spaces) infrastructure requirements for
the city, based on global and Indian benchmarks to make it attractive for the desired
category of migrants

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.

Assess the most appropriate contracting strategy by infrastructure type based on

available options prevalent globally that suit the capital city requirements.

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

City Financing Plan

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.

Real estate monetization strategy based on high level population/demographic growth

forecast, optimal real estate asset class (e.g., mass v/s premium, residential vs.
commercial), FSI/zoning norms, to maximize one time as well as recurring income for
the government.

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.

12 | P a g e

Contracting strategy to maximize value from different PPP arrangements (e.g., %

revenue share, duration, minimum guarantee, key revenue drivers, risk mitigation plan,
key development & performance obligations) for financing different categories of
infrastructure investments as well as PPP evaluation approach and processes.

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

City Planning and Enabling Policy Frameworks

The Policy frameworks should be designed with the objective of achieving the desired
qualitative and quantitative socio-economic goals outlined.

Enabling policy frameworks on property taxation, urban planning, affordable housing,

trade licensing, and public health that would help achieve the goal of a highly livable
city.

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.

Policy framework to realize affordable housing mandates. It should examine the

different options available as well as their enabling policies and their phasing in the
citys growth path.

3.7

City Governance strategy

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

13 | P a g e

Establishment of a Project Advisory & Management Unit (PAMU)

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).

Interface management across key stakeholders, specialist consultants, contractors etc.

Performance review and output coordination of all Consultants/contractors with overall

master plan.

Help manage preparation of documents for the various legal and statutory clearances
required for the execution of the CCDP.

Periodic review of overall city development plan.

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.

Continuous problem solving and debottlenecking.

Gathering and publishing of performance dashboards.

Preparation and conducting of cascading reviews.

Implementation of transparent system including the publishing of public performance

reports.

Research and analytics support to both facilitate the processes as well as improve the
quality of execution.

Leverage the consultants network of global resources to improve the quality of

execution and its monitoring by providing appropriate guidance.

14 | P a g e

Transactions Advisory Services

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

o Assist in the preparation of a procurement strategy and approach (with timelines)

based on global best practices and the target requirements for the new capital city
and a plan to monitor the procurement process.
o Aggregate the services of the globally benchmarked top-tier external service
providers, as required, using the Consultants network of global connections.
Prepare a list of the globally benchmarked list of service providers in each area.
o Assist the PAMU in preparation of EOI documents for the selection of consultants
who can prepare the various bid documents.
o Support PAMU and respective implementation agencies with project development
and structuring activities (Model RFP documents, PPP manuals, procurement
guidelines).
o Broad scrutiny of the documents prepared for procurement of various external
service providers so as to ensure that they are in line with globally accepted best
practices and in compliance with project objectives.
o Assist the PAMU at all stages of the bid management process with guidance on
global best practices.
o Stress test draft deliverables submitted by the on-boarded specialist consultants,
on the economic impact of their deliverables on the overall socio-economic vision,

15 | P a g e

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

Consultant should create detailed executable implementation plans, including key

milestones, specific steps to deliver results and clear accountabilities for each process (or
achievement of each outcome).

Assist the PAMU in effective management of the contract with various external service
providers.

Prepare presentations and documentation for the various stakeholder consultations.

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.

16 | P a g e

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

Cost and Schedule Management

o Ensure that Contractors include sufficient and meaningful deliverables and
milestones, and communicate any proposed updates to the schedules
o Monitor and report on any changes to the schedule that need to be escalated and
addressed based on realistic assessments of schedule risks
o Monitor and track the cost and time management in each stage of each individual
project against Contractors initial budget, and escalate in case of any delays.

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.

17 | P a g e

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.

18 | P a g e

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.

19 | P a g e

Bid Process

Proposal Due Date:

The Proposal Due date for this EoI stage of selection process is 17.00 Hrs IST on 05th
November, 2014.
Minimum Pre-qualification Eligibility Criteria
The bidding consultancy firm must meet all the following prequalification eligibility criteria
to get itself qualified for the next stage of bidding, i.e., RFP stage. In case, a consultancy firm
does not meet all the criteria, it can form a consortium of not more than two firms with one of
the firms as the Lead member. Consortium members shall be jointly and severally
responsible for satisfactory completion of the project. The following criteria should be
fulfilled by the firm.
1. Annual turnover of USD 20 million from management consultancy services 5 in the last 3
consecutive financial years preceding the Proposal Due Date (PDD). As per the audited
balance sheets By Lead Member in case of a consortium.
2. Experience of providing project management and advisory services in the development of
at least one green-field City of significant size anywhere in the World - By Lead
member in case of a consortium.
3. Global experience of providing transaction advisory services for the procurement of
urban service providers through design competitions and preparation of socio-economic
Master Plans for new cities - By lead member in case of a consortium
4. Global experience of structuring and raising capital for large infrastructure projects and
PPPs, especially in the urban sector - By any member in case of a consortium
(Proof of experience from the client is a must for the criterias 2, 3 & 4 above)
The bidders should submit very brief, 1-2 page, summary of their eligibility based on the
aforementioned four criteria. They should also submit documentation certifying these claims.
Needless to state, in order to execute this consultancy, the Consultant would have to draw on
professional expertise that spans the full spectrum of conceiving, planning, building, and
managing cities. They will have to draw the services of experts who are among the leading
practitioners in their respective fields.
Further, the project team itself should have at least one Consultant who has considerable prior
experience working on similar large city development project anywhere in the world. These
on-site consultants will have to be supported by Partners and Directors with core sector
5

Non-management consulting services like risk, tax, audit, and assurance services should be excluded

20 | P a g e

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.

Duration of the Contract

The Consultancy shall be initially for the period till the Concept Master Plan is finalized
or for a period of one year, at the discretion of the hiring entity. However, there will be an
option to renew the contract for an additional period of two years, at the discretion of the
hiring entity.
For any clarifications/queries on the EOI, please contact:
Prof: Srinivas Chary Vedala
Director - Urban Governance, Infrastructure, Environment and Energy
Administrative Staff College of India
Bella Vista, Raj Bhavan Road, Hyderabad - 500082, India
Email : schary@asci.org.in, vedala.srinivaschary@gmail.com
Phone: 91 40 23316211

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Infrastructure Corporation of Andhra Pradesh Limited

(INCAP)
# 10-2-1, III Floor, FDC Complex, AC Guards,
Hyderabad 500 028, Andhra Pradesh, India
Tel: +91-40-2332 1771/72 Fax: +91-40-2332 1773
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