Lakhasly

1 INTRODUCTION 1.1 Background The Jazan City for Primary and Downstream Industries (JCPDI) is being planned as a SMART City.Figure 1: JCPDI Location
JCPDI 1.3 Industrial City Master Plan 1.3.1 JCPDI Smart City Vision The 2040 Industrial City Master Plan quotes the Vision for JCPDI as being: "A City of Connection, City of Awareness and City of Wisdom - three stages to build a better connected Smart City, effectively enhance the residents' satisfaction, and further attract foreign investment to contribute to the Vision 2030". In supporting the above vision statement, JCPDI has been planned as a smart city that balances improvements to quality of life, economic growth and environmental sustainability. Smart cities follow a hierarchical process: People: Place: Technology. People People come first and without smart people there is no smart city, education is paramount for educating people about consuming less energy and their impacts on the global situation, to fostering research into sustainable design, sustainable agriculture, sustainable water usage, sustainable transport, advances in biology, chemistry and technology. Research and vocational training is a key component of addressing social problems in the region. Place The second component is place, it is about building on the identity of the existing surrounding urban areas and landscape of the Jazan to create a unique destination. In the context of the evolving master plan for JCPDI many of the components of a smart city have been addressed in the environmental planning approach and the sustainability strategy. Technology The third component is the technology, information and communications technology that is the enabler for the Smart City to operate. It starts with sustainable planning around the appropriate infrastructure, public transport, freight transportation, industries, logistics, power, water, and the handling of waste products. 1.3.2 JCPDI Smart Components The JCPDI 2040 Industrial City Master Plan comprises of three new main components/zones and one existing component, shown in Figure 2: Industrial activity will be the main driver of economic growth in JCPDI. It will generate a diversified range of downstream activities building on existing investment commitments, existing infrastructure, the potential of the Saudi/Chinese Joint Venture, and the economic and locational opportunity for JCPDI to become a regionally and internationally recognized manufacturing and assembly location. JCPDI will be an exemplar sustainable urban community offering a high quality of life, complemented by industry-specific training infrastructure needed to attract and retain investors and skilled workers. The Jazan Special Economic Zone (SEZ) (straddling a portion of the general industry zone and northern part of the heavy industry zone) is one of the first special economic zones in Saudi Arabia to enjoy special legislative systems and regulations for economic activities that will make it one of the most competitive in the world. 2 3

Figure 2: JCPDI Components Over and above the Community Zone the JCPDI Industrial Zone will focus on the following industries. The Heavy Industry Zone will focus on: ? Heavy Industrial Manufacturing ? Oil and Petrochemical ? Metals and Minerals Processing The General Industry Zone will focus on: ? General Industrial Activities ? Food Industries ? Equipment and Electronics
? Other industries 1.3.3 JCPDI Themes and Principles The Concept Master Plan for JCPDI is based on four themes:

1. Diversify the economy of JCPDI and reinforce its position as a major trading centre in the Middle East Region. 2. Facilitate the efficient movement of goods through an effective and connected transportation network and seamless business functions. 3. Establish an efficient and effective development framework that delivers a quality built environment and supports the unique functional requirements of an economic zone. 4. Enhance the built environment by celebrating the site's natural assets and promoting sustainable and responsible building and operational practices. Industrial activity will be the main driver of economic growth in JCPDI. It will generate a diversified range of downstream activities building on existing investment commitments, existing infrastructure, the potential of the Saudi/Chinese Joint Venture, and the economic and locational opportunity for JCPDI to become a regionally and internationally recognized manufacturing and assembly location. JCPDI will be an exemplar sustainable urban community offering a high quality of life, complemented by industry-specific training infrastructure needed to attract and retain investors and skilled workers. The masterplan is developed following a number of guiding principles as follows:
2. Support the health and well-being of residents. 2. Adopt design strategies that will respond to climate challenges and promote long-term sustainability. 3. Promote a unique identity and character. 4. Enhance safety and security. 5. Foster a sense of community. 6. Maximise land efficiency. 7. Adopt holistic approach to reducing water usage. 8. Provide integrated urban fabric. 9. Promote healthy, energetic and inclusive lifestyle. 10. Integrate traditional design principles with modern technologies. 11. Integrated public open space. 12. Maximise visual amenity. 1.3.4 JCPDI Sustainability Strategy The passive design guidelines in the 2040 Industrial City Master Plan states that the following measures should be considered, to set Key Performance Indicators (KPIs) for the Sustainability Strategy, and monitored through the Smart City application. ? Efficient household appliances and lighting. ? Optimizing the whole concept and saving. 4 ? Energy Reduction in buildings. ? Water Usage in buildings. In addition, the Green Building Concept should be considered to set KPIs for the Sustainability Strategy and how these KPIs could be monitored through Smart City applications. Interface with all aspects of the overall and specific JCPDI Sustainability goals at a general and strategic level must be incorporated into the SCMP, and strategy agreed early in the development of the SMART CITY Master Planning process. This way the development can be aligned with JCPDI core sustainability targets and long term planning will be more efficient. 1.4 United Nations Sustainable Development Goals Successful implementation of the Sustainable Development Goals (SDGs) are the pathway to achieving the three pillars of sustainability: social, economic and environmental. An overview of the relevant SDG and it application within this master plan is provided below. 1.4.1 Strategic Development Goal 9: Industry, Innovation and Infrastructure Technological progress is the foundation of efforts to achieve environmental objectives, such as increased resource and energy-efficiency. Without technology and innovation, industrialization will not happen, and without industrialization, development will not happen. As such, the JCPDI incorporates the smart city framework for monitoring and sustainable strategies for infrastructure, heat island effect, material, shading, lighting, water, energy and waste. SDG 9 will be achieved by implementing the JCPDI Sustainability Strategy which will result in achieving other strategic goals such as: ? Good Health and Well being
   ? Clean Water Sanitation ? Affordable and Clean Energy ? Sustainable cities and communities ? Responsible consumption and reduction ? Climate action ? Life on Land 1.5 Saudi Green Initiatives SGI is steering the implementation of a sustainable long-term climate action plan. Three overarching targets guide SGI's work - emissions reduction, afforestation and land regeneration, and sea protection. 1.5.1 Emission Reduction Saudi Arabia is taking a multidimensional approach to emissions reduction. The Kingdom has committed to have 50% of its power generated from renewable sources by 2030. Beyond a domestic energy mix transformation, SGI is steering a range of ambitious initiatives that will reduce emissions. These include investing in new energy sources, improving energy efficiency, and developing a carbon capture and storage program. 5 SGI Target: Reduce carbon emissions by 278 million tons annually by 2030. This target is paving the way to net zero emissions by 2060. 1.6 KSA National Spatial Strategy 2030 The National Spatial Strategy (NSS) 2030 considers the development of the smart city concept and new emerging technologies that will impact logistics re-commerce effects, citizen behaviour (reduction of mobility), and that will also improve the efficiency of public services, utility management, traffic management, transportation management. Due to the very fast technological advances, a specific observatory of urban innovation will be implemented to analyse the ongoing changes, support innovative solutions and find new ways to implement projects for a better management of cities and regions. KSA Vision 2030 Smart City Objectives: Enhance traffic safety Develop the digital economy Enhance ease of doing business Improve living conditions for expats Attract Foreign direct investment Create special zones and rehabilitate SEZ Improve working conditions for expats Improve quality of services provided to citizens 1.7 JCPDI Smart City Core Components Although JCPDI has its own context and, therefore, it implementation of SMART City will be unique, it will adopt the general principles common to all SMART Cities as per the Master Plan, shown in Figure
3. Figure 3: JCPDI Smart City Core Components 6 1.8 Smart City Framework The JCPDI Smart City Framework v2.0 is attached to this document. 1.9 Information and Communication Technologies Strategy The role played by Information and Communication Technologies (ICT) in smart cities is important because it acts as a digital platform from which information and knowledge networks can be created. ICT is a key enabler of for a sustainable approach to designing, building, and operating smart districts, cities, and communities. JCPDI developed an ICT strategy and the Smart City Master Plan should be guided by the strategy. Based on the JCPDI Master Plan two data centres (DCs) are planned and included in the Smart City Master Plan Framework & ICT strategy. 1.10 Economic Cities and Special Zones in KSA The Economic Cities and Special Zones Authority (ECZA) developed a Smart City Development Guideline as part of their Special Economic Zone Development Manual Part 1: Zone Planning Volume
4. One of the key objectives of this document is to provide high-level and strategic guidelines and recommendations to planners and developers engaged in the design, implementation, and operation of development projects within the Zonal Regulator's regulatory oversight. 1.10.1 Special Economic Zone Smart City Vision As the regulator of SEZs, ECZA aims to facilitate the development of communities attractive to investors and ensure the wellbeing of its residents, workers, and investors. Smart Cities are a key enabler of delivering this vision. ECZA aims to promote the consistent use of digital technologies, data, and Smart Services to enable Special Economic Zones to become: ? Smart - An effective user experience ? Sustainable - Effective use of natural resources (e.g. water, energy) ? Integrated - The integration of its city's infrastructure (mobility, buildings, water, energy, etc.), connected and 'glued" by digital technologies to enable data driven operations and maintenance and appropriate coordination between cities with the Kingdom's authorities.All deliverables by the Consultant will be in English, and any other language as identified or required for deliverable sufficiency.Currently, this comprises the physical area defined by the 2040 Industrial City Master Plan, however the Consultant should note that: The SEZ proposed for the Industrial City was formally announced by HH Crown Prince Mohammed bin Salman on 13 April 2023 and it will be necessary to ensure that any SMART City components proposed by the SEZ Master Developer are aligned, compatible and communicate with the JCPDI SMART City operations center, now termed the SMART Hub.No addition, subtraction or substitution of the stated resources shall be made during the Task without the prior agreement of the PM. No claim for additional fees shall be entertained unless the Scope has been increased by way of a variation notice issued by the PM. In the case that circumstances arise where the Scope is reduced, this also will be confirmed by the issuance of a variation notice and an appropriate reduction in fee will be agreed by negotiation.9 10

Figure 4: JCPDI Expansion Areas Artificial Island 11

Figure 5: JCPDI Special Economic Zone Boundary

2.2 Scope of Work Based on his reading of the provided document and his knowledge of JCPDI's SMART City aims and objectives, best practices elsewhere and the relevant industry standards, specifications and guidelines, the Consultant shall submit a proposal that address the following items: 1.For the SMART City to be implemented efficiently and to its fullest extent, its various components - whether these relate to physical infrastructure or software systems, commercial operations or government services - must be considered at the earliest stages of the planning and development cycle.Whilst the Expansion Area to the east and south of the present limits of JCPDI eventually will be subject to the SCMP, and a Consultant has recently been appointed to conduct a Land Use Master Plan covering this area, it is now possible to predict what additional SMART City infrastructure and/ or services will be needed to service it. The SCMP focus area should include infrastructure and/or services for the expansion areas and artificial island as all these areas will eventually be part of the Industrial City.Future Smart City Workshop: The consultant shall, through an interactive 'design lead thinking' workshop with the Client and internal stakeholders identify possible future smart city initiatives, due to current and possible technological advances, and make recommendations on supporting studies to investigate and motivate initiatives.It is expected that the various options available to address the JCPDI Smart City Core Components will be identified and weighed against each other i.t.o. priority, solution complexity, pros and cons, construction/ implementation time, Capex and Opex cost, benefit and implementation date.From the above, how understanding of the nature and volume of the data exchanges will be used to develop plans for future IT/ ITS infrastructure, networked operations, etc., including the functions and operations of the new City Operational Control Centre.12 o Final SCMP, incorporate comments from final presentation.Inception Report ?7 ???2.3.4.5.2.3.4.5.??????????????

1 INTRODUCTION
1.1 Background
The Jazan City for Primary and Downstream Industries (JCPDI) is being planned as a SMART City. For
the SMART City to be implemented efficiently and to its fullest extent, its various components –
whether these relate to physical infrastructure or software systems, commercial operations or
government services – must be considered at the earliest stages of the planning and development
cycle. The intention of this Task Order is to enable the SMART City Project Manager (the PM) to call
on consultancy support for the development of an over-arching SMART City Master Plan (SCMP) that
will become an integral part of the Royal Commission’s 2040 Industrial City Master Plan.
1.2 Location of Study
JCPDI is located in the Southwestern area of Saudi Arabia adjacent to the Red Sea as shown in Figure

1. It is approximately 20 km to the west of the town of Baish and approximately 80 km north of Jazan
   City.
   Figure 1: JCPDI Location
   
   JCPDI
   1.3 Industrial City Master Plan
   1.3.1
   JCPDI Smart City Vision
   The 2040 Industrial City Master Plan quotes the Vision for JCPDI as being:
   “A City of Connection, City of Awareness and City of Wisdom - three stages to build a better
   connected Smart City, effectively enhance the residents’ satisfaction, and further attract foreign
   investment to contribute to the Vision 2030”.
   In supporting the above vision statement, JCPDI has been planned as a smart city that balances
   improvements to quality of life, economic growth and environmental sustainability. Smart cities follow
   a hierarchical process: People: Place: Technology.
   People
   People come first and without smart people there is no smart city, education is paramount for
   educating people about consuming less energy and their impacts on the global situation, to fostering
   research into sustainable design, sustainable agriculture, sustainable water usage, sustainable
   transport, advances in biology, chemistry and technology. Research and vocational training is a key
   component of addressing social problems in the region.
   Place
   The second component is place, it is about building on the identity of the existing surrounding urban
   areas and landscape of the Jazan to create a unique destination. In the context of the evolving master
   plan for JCPDI many of the components of a smart city have been addressed in the environmental
   planning approach and the sustainability strategy.
   Technology
   The third component is the technology, information and communications technology that is the
   enabler for the Smart City to operate. It starts with sustainable planning around the appropriate
   infrastructure, public transport, freight transportation, industries, logistics, power, water, and the
   handling of waste products.
   1.3.2
   JCPDI Smart Components
   The JCPDI 2040 Industrial City Master Plan comprises of three new main components/zones and one
   existing component, shown in Figure 2:
   Industrial activity will be the main driver of economic growth in JCPDI. It will generate a diversified
   range of downstream activities building on existing investment commitments, existing infrastructure,
   the potential of the Saudi/Chinese Joint Venture, and the economic and locational opportunity for
   JCPDI to become a regionally and internationally recognized manufacturing and assembly location.
   JCPDI will be an exemplar sustainable urban community offering a high quality of life, complemented
   by industry-specific training infrastructure needed to attract and retain investors and skilled workers.
   
   The Jazan Special Economic Zone (SEZ) (straddling a portion of the general industry zone and northern
   part of the heavy industry zone) is one of the first special economic zones in Saudi Arabia to enjoy
   special legislative systems and regulations for economic activities that will make it one of the most
   competitive in the world.
   2
   3

Figure 2: JCPDI Components
Over and above the Community Zone the JCPDI Industrial Zone will focus on the following industries.
The Heavy Industry Zone will focus on:
 Heavy Industrial Manufacturing
 Oil and Petrochemical
 Metals and Minerals Processing
The General Industry Zone will focus on:
 General Industrial Activities
 Food Industries
 Equipment and Electronics

 Other industries
1.3.3
JCPDI Themes and Principles
The Concept Master Plan for JCPDI is based on four themes:

1. Diversify the economy of JCPDI and reinforce its position as a major trading centre in the
   Middle East Region.


2. Facilitate the efficient movement of goods through an effective and connected transportation
   network and seamless business functions.


3. Establish an efficient and effective development framework that delivers a quality built
   environment and supports the unique functional requirements of an economic zone.


4. Enhance the built environment by celebrating the site’s natural assets and promoting
   sustainable and responsible building and operational practices.
   Industrial activity will be the main driver of economic growth in JCPDI. It will generate a diversified
   range of downstream activities building on existing investment commitments, existing infrastructure,
   the potential of the Saudi/Chinese Joint Venture, and the economic and locational opportunity for
   JCPDI to become a regionally and internationally recognized manufacturing and assembly location.
   JCPDI will be an exemplar sustainable urban community offering a high quality of life, complemented
   by industry-specific training infrastructure needed to attract and retain investors and skilled workers.
   
   The masterplan is developed following a number of guiding principles as follows:


5. Support the health and well-being of residents.


6. Adopt design strategies that will respond to climate challenges and promote long-term
   sustainability.


7. Promote a unique identity and character.


8. Enhance safety and security.


9. Foster a sense of community.


10. Maximise land efficiency.


11. Adopt holistic approach to reducing water usage.


12. Provide integrated urban fabric.


13. Promote healthy, energetic and inclusive lifestyle.


14. Integrate traditional design principles with modern technologies.


15. Integrated public open space.


16. Maximise visual amenity.
    1.3.4
    JCPDI Sustainability Strategy
    The passive design guidelines in the 2040 Industrial City Master Plan states that the following
    measures should be considered, to set Key Performance Indicators (KPIs) for the Sustainability
    Strategy, and monitored through the Smart City application.
     Efficient household appliances and lighting.
     Optimizing the whole concept and saving.
    4
     Energy Reduction in buildings.
     Water Usage in buildings.
    In addition, the Green Building Concept should be considered to set KPIs for the Sustainability Strategy
    and how these KPIs could be monitored through Smart City applications.
    Interface with all aspects of the overall and specific JCPDI Sustainability goals at a general and strategic
    level must be incorporated into the SCMP, and strategy agreed early in the development of the SMART
    CITY Master Planning process. This way the development can be aligned with JCPDI core sustainability
    targets and long term planning will be more efficient.
    
    1.4 United Nations Sustainable Development Goals
    Successful implementation of the Sustainable Development Goals (SDGs) are the pathway to achieving
    the three pillars of sustainability: social, economic and environmental. An overview of the relevant
    SDG and it application within this master plan is provided below.
    1.4.1
    Strategic Development Goal 9: Industry, Innovation and Infrastructure
    Technological progress is the foundation of efforts to achieve environmental objectives, such as
    increased resource and energy-efficiency. Without technology and innovation, industrialization will
    not happen, and without industrialization, development will not happen. As such, the JCPDI
    incorporates the smart city framework for monitoring and sustainable strategies for infrastructure,
    heat island effect, material, shading, lighting, water, energy and waste.
    SDG 9 will be achieved by implementing the JCPDI Sustainability Strategy which will result in achieving
    other strategic goals such as:
     Good Health and Well being
    
     Clean Water Sanitation
     Affordable and Clean Energy
     Sustainable cities and communities
     Responsible consumption and reduction
     Climate action
     Life on Land
    1.5 Saudi Green Initiatives
    SGI is steering the implementation of a sustainable long-term climate action plan. Three overarching
    targets guide SGI’s work - emissions reduction, afforestation and land regeneration, and sea
    protection.
    
    1.5.1
    Emission Reduction
    Saudi Arabia is taking a multidimensional approach to emissions reduction. The Kingdom has
    committed to have 50% of its power generated from renewable sources by 2030. Beyond a domestic
    energy mix transformation, SGI is steering a range of ambitious initiatives that will reduce emissions.
    These include investing in new energy sources, improving energy efficiency, and developing a carbon
    capture and storage program.
    5
    SGI Target: Reduce carbon emissions by 278 million tons annually by 2030.
    
    This target is paving the way to net zero emissions by 2060.
    1.6 KSA National Spatial Strategy 2030
    The National Spatial Strategy (NSS) 2030 considers the development of the smart city concept and
    new emerging technologies that will impact logistics re-commerce effects, citizen behaviour
    (reduction of mobility), and that will also improve the efficiency of public services, utility management,
    traffic management, transportation management. Due to the very fast technological advances, a
    specific observatory of urban innovation will be implemented to analyse the ongoing changes, support
    innovative solutions and find new ways to implement projects for a better management of cities and
    regions.
    KSA Vision 2030 Smart City Objectives:
    Enhance traffic safety
    Develop the digital economy
    Enhance ease of doing business
    Improve living conditions for expats
    Attract Foreign direct investment
    Create special zones and rehabilitate SEZ
    Improve working conditions for expats
    Improve quality of services provided to citizens
    1.7 JCPDI Smart City Core Components
    Although JCPDI has its own context and, therefore, it implementation of SMART City will be unique, it
    will adopt the general principles common to all SMART Cities as per the Master Plan, shown in Figure

Figure 3: JCPDI Smart City Core Components
6
1.8 Smart City Framework
The JCPDI Smart City Framework v2.0 is attached to this document.
1.9 Information and Communication Technologies Strategy
The role played by Information and Communication Technologies (ICT) in smart cities is important
because it acts as a digital platform from which information and knowledge networks can be created.
ICT is a key enabler of for a sustainable approach to designing, building, and operating smart districts,
cities, and communities. JCPDI developed an ICT strategy and the Smart City Master Plan should be
guided by the strategy.
Based on the JCPDI Master Plan two data centres (DCs) are planned and included in the Smart City
Master Plan Framework & ICT strategy.
1.10 Economic Cities and Special Zones in KSA
The Economic Cities and Special Zones Authority (ECZA) developed a Smart City Development
Guideline as part of their Special Economic Zone Development Manual Part 1: Zone Planning Volume
4.
One of the key objectives of this document is to provide high-level and strategic guidelines and
recommendations to planners and developers engaged in the design, implementation, and operation
of development projects within the Zonal Regulator’s regulatory oversight.
1.10.1 Special Economic Zone Smart City Vision
As the regulator of SEZs, ECZA aims to facilitate the development of communities attractive to
investors and ensure the wellbeing of its residents, workers, and investors. Smart Cities are a key
enabler of delivering this vision.
ECZA aims to promote the consistent use of digital technologies, data, and Smart Services to enable
Special Economic Zones to become:
 Smart - An effective user experience
 Sustainable – Effective use of natural resources (e.g. water, energy)
 Integrated – The integration of its city’s infrastructure (mobility, buildings, water, energy,
etc.), connected and ‘glued” by digital technologies to enable data driven operations and
maintenance and appropriate coordination between cities with the Kingdom’s authorities.
ECZA mission and vision of making KSA a globally attractive hub for high value and long-term
investment.
The role and mandate of ECZA is to define priorities in developing its approach to Smart Cities.
1.10.2 ECZA Smart City Objectives
Smart City initiatives will achieve one or more of the following objectives:
 Quality of Life: improving living standards and safety for all residents.
7
 Growth: enhancing the economic development and attract businesses, investors, citizens, and
visitors.
 Sustainability: growing and developing the city with strong considerations to environmental
impact.
 Efficiency: optimizing the use of public resources, reduce cost, improve performance, and
provide a high-level citizen service.
Successful Smart Cities, regardless of their core objectives, will help cities get closer to their goal to
improve the overall liveability.

1.11 Consulting Services Required
The range of services required under this Task Order is as set out in Chapter 2 below.
The consultant is encouraged to visualise possible future innovations and Smart City initiatives due to
developments in Artificial Intelligence and technological advances.
1.12 Programme and Delivery
It should be noted that the commencement date for this Task Order is not yet confirmed. Prior to
starting the Task, the Consultant shall submit his detailed programme for the approval of the PM.
The Consultant shall not start work until he receives a written instruction from the PM or his
representative.
1.13 Consultant’s Resourcing and Fees
The Consultant shall identify his resourcing plan and resulting fees for this Task Order, as set out in
Chapter 3. No addition, subtraction or substitution of the stated resources shall be made during the
Task without the prior agreement of the PM.
No claim for additional fees shall be entertained unless the Scope has been increased by way of a
variation notice issued by the PM. In the case that circumstances arise where the Scope is reduced,
this also will be confirmed by the issuance of a variation notice and an appropriate reduction in fee
will be agreed by negotiation.
8
2 SMART CITY MASTER PLAN DEVELOPMENT

2.1 Description
JCPDI is being planned as a SMART City and, accordingly, a JCPDI SCMP has to be developed to provide
guidance to those involved in its planning, design, construction and eventual operation. The SCMP will
become an integral part of the 2040 Industrial City Master Plan and will evolve with it to reflect the
changing needs and priorities for JCPDI as a whole. The JCPDI Smart City Master Plan shall be aligned
with National and JCPDI strategies, visions and objectives.
Initially, a JCPDI Smart City Master Plan Framework document was produced to set out the aspects to
be addressed by the SCMP itself. The next step is to carry forward the included elements to the next
level of detail, sufficient to inform discussion within the Royal Commission’s management and
technical teams, before proceeding to design stage necessary to provide sound technical guidance to
all interested parties.
In building up from the Framework, the SCMP must establish the context and roadmap for the journey
on which JCPDI is embarking. Hence it must describe:

1. The technical design standards that have been adopted in the early stages of the City’s
   development and their applicability (or not) to the SMART City environment.


2. The governance of JCPDI as it relates to the commercial activities within the Industrial Area
   and to the community that will grow to support that commerce.


3. The importance of appropriate data exchange between public and private entities to support
   the delivered services and to provide for measurement of performance of those services.


4. From the above, how understanding of the nature and volume of the data exchanges will be
   used to develop plans for future IT/ ITS infrastructure, networked operations, etc., including
   the functions and operations of the new City Operational Control Centre.


5. The need to define the roles and responsibilities of all the organisations that will manage the
   services and IT/ ITS infrastructure and how they will co-ordinate and co-operate in this cause.
   It should be noted that the SCMP will apply only to areas under the Royal Commission’s jurisdiction.
   Currently, this comprises the physical area defined by the 2040 Industrial City Master Plan, however
   the Consultant should note that:
   The SEZ proposed for the Industrial City was formally announced by HH Crown Prince Mohammed bin
   Salman on 13 April 2023 and it will be necessary to ensure that any SMART City components proposed
   by the SEZ Master Developer are aligned, compatible and communicate with the JCPDI SMART City
   operations center, now termed the SMART Hub.
   Whilst the Expansion Area to the east and south of the present limits of JCPDI eventually will be subject
   to the SCMP, and a Consultant has recently been appointed to conduct a Land Use Master Plan
   covering this area, it is now possible to predict what additional SMART City infrastructure and/ or
   services will be needed to service it. The SCMP focus area should include infrastructure and/or services
   for the expansion areas and artificial island as all these areas will eventually be part of the Industrial
   City.
   
   9
   10

Figure 4: JCPDI Expansion Areas
Artificial
Island
11

Figure 5: JCPDI Special Economic Zone Boundary

2.2 Scope of Work
Based on his reading of the provided document and his knowledge of JCPDI’s SMART City aims and
objectives, best practices elsewhere and the relevant industry standards, specifications and
guidelines, the Consultant shall submit a proposal that address the following items:

1. Produce a detailed Inception Report, to the suitable level of detail, for the development of the
   SCMP deliverable that takes all elements of this document and the provided documents into
   account. Of specific concern is the appropriate level of Smart City solutions applicable to the JCPDI
   project as world best practice and a future smart city.


2. Within the Inception Report, identify the technical and other references that will be used in the
   production of his material.


3. Within the Inception Report, discuss how the current infrastructure and projects underway will
   be evaluated and the methods of retrofitting the chosen Smart City solution/ initiative will be
   established and evaluated.


4. The minimum expected Project Deliverables are:
   o Inception Report – Delivered 4 weeks after the kick-off meeting and site visit. This document
   will be the guideline for the project rollout. In this document, any and all scope clarity must
   be addressed. This document will also cover the Project Management Plan (i.e. all PM
   elements) of the project.
   
   o Draft SCMP, slide show to illustrate progress and items for discussion at the Site Visit and
   Workshop.
   It is expected that the various options available to address the JCPDI Smart City Core
   Components will be identified and weighed against each other i.t.o. priority, solution
   complexity, pros and cons, construction/ implementation time, Capex and Opex cost, benefit
   and implementation date. Further any future proofing of current concepts is required.
   Each of the identified Smart City initiatives will have an economic or socioeconomic benefit
   and cost associated to it. With a limited initial budget not all recommended initiatives may be
   viable due to implementation cost. For each proposed initiative, a socio economic benefit or
   cost benefit must be done and the initiatives ranked in terms of benefit vs cost.
   The Consultant must propose an implementation timeline/ phasing based on the
   development of the JCPDI for the identified initiatives.
   Analytical software associated with initiatives should be included as part of the solution with
   cost estimates (software as a service), for example number plate ‘grabbing’ software of crowd
   monitoring software.
   o A separate report or Addendum to the SCMP that looks at dependencies of infrastructure i.e.
   for a specific Smart City initiative the following infrastructure should be in place. For example,
   to monitor traffic flow am operational data centre, ICT network, roads infrastructure and CCTV
   cameras should be in place.
   o Final Draft SCMP, slide show and final presentation.
   12
   o Final SCMP, incorporate comments from final presentation.


5. Submit with the proposal the understood Scope, Schedule and Cost baseline. Further, submit
   the Change Management, Document Management, Communication and Stakeholder
   Management, Quality Management, HR Management, Project Controls and reporting
   Management components/ plans suggested to manage the project.
    Scope Baseline – Suggested Defined Scope and deliverables.
    Schedule Baseline – Schedule of items to level 2 (one level below Deliverables, i.e. major
   actions to establish the deliverables) for the delivery of the Deliverables. It is expected that
   regular incremental submission of information will be made to the client for review. These
   submissions must be identified and included in the project schedule. A progress submission
   against baseline is expected monthly.
    Cost Baseline – The Fee Proposal on Page 15 will constitute this.
    Change Management – How will change be handled on the project, suggest a change
   management form and Change Management Matrix.
    Document and BIM Management – Describe how information will be formally and
   informally submitted, the security of information within the consultant's system, what
   design packages will be used etc.
    Communication and Stakeholder Management – Describe what constitutes formal
   communication and informal communication etc. Describe how Stakeholders will be
   identified, suggest a matrix of stakeholders and a method to maintain the updated matrix
   of communication with the stakeholders. All Stakeholder Communication will be facilitated
   by the RC project PM. The consultant will be expected to participate in identifying and
   meeting stakeholders.
    Quality Management – What are the Quality Assurance and Quality Controls that will be in
   place on the project.
    HR Management – The project organogram, key personnel CV’s, personnel change
   management.
    Project Controls and Reporting - The Consultant shall provide project management,
   coordination, and administration services as part of the appointment to:
    facilitate weekly progress meetings and produce detailed the minutes of meetings
   with a record of implementation decisions.
    produce weekly progress reports with a dashboard measuring actual progress against
   expected progress. The progress Report shall document discussions with key
   stakeholders in a communication log.
   2.3 Project Management
   After award, the below elements will be expected:
   A.
   Kick-Off Meeting and Site Visit: Upon receiving authorization to proceed, the
   Consultant will meet and collaborate with the RC and Parsons staff to organize and
   13
   conduct a project kick-off meeting and at least 5-day site visit to JCPDI. The primary
   objective of this meeting/site visit will be to share information, clearly confirm the
   project schedule, scope, budget, guidelines, standards & codes to be applied, and
   deliverables. Additionally, the Consultant will meticulously identify any scope
   elements that require further clarification, ensuring a comprehensive understanding
   of all aspects of the project to prevent any potential issues. The Consultant shall
   submit an information request identifying any information missing from the bidder
   documents.
   
   B.
   C.
   D.
   E.
   F.
   Preliminary Workshop: After receiving all available information from their information
   request, the Consultant shall conduct a one-day interactive in-person workshop with the
   team at the JCPDI site. The workshop is expected to take place two weeks after the Kick
   Off meeting. The Workshop will be the opportunity to discuss and brainstorm technical
   details for the assignment and way forward.
   Future Smart City Workshop: The consultant shall, through an interactive ‘design lead
   thinking’ workshop with the Client and internal stakeholders identify possible future
   smart city initiatives, due to current and possible technological advances, and make
   recommendations on supporting studies to investigate and motivate initiatives. This
   workshop happen may happen early on in the project during the same visit as the
   Preliminary workshop.
   Other Workshop: The draft SCMP expected at week 20 must be submitted and a
   workshop held with the client to clarify all feedback/comments on the submission. There
   should be provision made for at least one more formal workshop. It must be noted that
   the importance of communication between the consultant and the client divisions
   cannot be overstated. All review workshops and presentations will take place at the RC
   offices, JCPDI, Saudi Arabia. The working language shall be English, however the
   Consultant will be required to provide Arabic versions of all reports and presentations.
   Final Workshop: The Final SCMP will be presented to RC staff during a workshop at the
   JCPDI site. The Final SCMP will be shared with RC one week before the workshop. The
   purpose of the workshop will be to present the final SCMP as well as receive comments
   before the SCMP is finalized.
   Inception Report (expected Project Management activities): 4 weeks after the Kick
   Off meeting the Inception report must be submitted. The report will expand on the
   Inception Report with the information received from Item A and B above (and maybe
   Item C depending on the timing). It is important to address the options that will be
   taken forward in the creation of the Smart City Master Plan. At this stage, options
   should be discarded that do not suite the JCPDI development. The Inception Report
   will also establish/ confirm the Scope, Schedule and Cost baseline.
   Further, the Inception Report will confirm Change Management, Document
   Management, Communication and Stakeholder Management, Quality Management,
   HR Management, Project Controls and reporting.
   
   14
   3 FEE PROPOSAL
   The Consultant shall price each Activity separately, according to the following table. The percentages
   payable on submittal and on approval of the relevant deliverables shall be 50% in each case.
   Task
   order
   No.
   Description
   Amount in SAR
   (Excl VAT)
   SMART City Master Plan Development
   1
    Inception Report
    SMART CITY Master Plan – Draft Report
    SMART CITY Master Plan – Final Draft Report and RC
   Workshop
    Final SMART CITY Master Plan Report - - - -
   Total
   In a separate table the Consultant shall provide the details of associated tasks/ activity list and the
   staff and their number of days inputs for each task. Also, the Consultant shall submit the key personnel
   CVs and project organogram of his proposed specialists and management team for review and
   approval.
   4 PROJECT PERIOD
   As stated earlier, at the beginning of this task the Consultant shall propose a schedule for the approval
   of the Project Manager. Hence, at this time it is not possible to define a formal project period but, as
   a guide, it should be noted that the Commission believes that the Consultant should finish all elements
   of the task within Seven months of award.
   5 DELIVERABLE SUBMITTAL SCHEDULE
   
   Description
   Activity Duration
   Client Review
   Period
   Cumulative
   Duration
   Mobilization/ Start-up
   2 weeks
   
   Inception Report
   2 Weeks
   4 Weeks
   
   Client review
   
   6 Weeks
   2 Weeks
   Draft Smart City Master Plan*
   8 Weeks
   14 Weeks
   
   Client review
   
   20 Weeks
   2 Weeks
   Final Draft Smart City Master Plan
   22 Weeks
   2 weeks
   
   Client final review
   
   24 Weeks
   2 weeks
   Final Smart City Master Plan
   26 Weeks
   2 Weeks
   
   *Run parallel with RC review
   
   28 Weeks
   15
   6 OTHER REQUIREMENTS
   The Consultant shall note that:
    As pre-qualification, company SCMP capability statement and project descriptions of similar
   SCMP appointments or successfully completed needs to be submitted.
    The conditions of this consultancy contract are final and binding.
    The administrative and other costs for Head Office/Regional Office support, visa processing,
   medical, transportation etc. shall be carried out by the Consultant from their overhead;
    The consultant must provide full technical Head Office/Regional Office support to their staff
   for successful completion of the deliverables.
    Written deliverables shall be submitted in PowerPoint, Word, Excel and/ or PDF format, as
   applicable.
    The Consultant is responsible for maintaining confidentiality of this work and data.
   All deliverables by the Consultant will be in English, and any other language as identified or required
   for deliverable sufficiency.