e By making personnel and data available to assist with
providing information and background for the various
studies
To achieve success, it was important to work closely not only
with the SGA and MoJ, but also with other affected institutions
e.g.: Ministry of Agriculture and Forestry, Ministry of Finance,
Ministry of Environmental Protection and Physical Planning
etc.
6. PERSONNEL
International consultants
The project inputs were delivered by international experts: Project
Manager, Legal experts, Land Registration expert, Cadastre expert,
Customer Service/Marketing expert, IT expert, Procurement ex-
pert, Training and staff development expert, Land Market expert,
Social assessment expert, Project Finance expert and GIS/digital
mapping expert.
Croatian consultants
A Deputy Project Manager to assist with general project
management issues and to provide assistance to the
international legal consultants and a fulltime interpreter /
translator were both recruited.
A contract was agreed for the social assessment campaign with
a Croatian company.
Other consultants were recruited, but it was very difficult to
find a suitable finance consultant.
Counterpart arrangements
It was contracted that the two client institutions identify
fulltime counterpart officers to work directly with selected
international consultants.
7. PROJECT MANAGEMENT
Project Control
This was implemented by a formal Project Working Committee
and by regular meetings, informal or formal, with staff from the
SGA and MOJ.
The Project Manager was backed up from the United Kingdom
by the Project Director and the RoS international project
management and co-ordination unit.
Communication with the client
All significant deliverables had to be reviewed and approved by
the Project Working Committee in order to proceed to the next
stage of the project.
Project Working Committee Members were: SGA Director,
MOJ Assistant Minister, Project Manager and Deputy Project
Manager.
Project progress and monitoring: The Project Manager provided
the Project Working Committee with details of problems and
issues relating to the Project as a whole.
236
The Project Manager and his Deputy were the primary contacts
between SGA and MOJ, the client (DFID) and the team in
Croatia and the Registers of Scotland.
The primary method of contact for routine enquiries was by e-
mail, alternatively, by telephone or fax.
8. REQUIREMENTS
Information
The SGA and MOJ were the principal source of information for
most of the project studies. It was therefore essential that a
suitable mechanism be in place to allow project staff access to
all relevant information. Counterpart personnel to provide
information to project experts were appointed by SGA and
MOI.
À critical element of this project was the need to obtain up to
date information about the legal and regulatory framework
behind the Cadastre and Land Registration processes.
Information about the internal organisation of SGA and MOJ
was also required.
Office facilities
The DFID Terms of Reference stipulated that the beneficiary
institution provided project staff with administrative support
including a secretary fluent in English, suitable office
accommodation together with heating, lighting and electricity
during the time of the Project.
Translation services
The project team was responsible for providing translation
services. However, SGA and MOJ endeavoured whenever
possible to supply English versions of all legal and
governmental documents.
Exception process
A number of aspects of the project had significant unforeseen
implications on the project objectives, costs or timescales.
When there was a requirement to amend the objectives of the
project due to changing circumstances, it was only be done with
the approval of the Project Working Committee and DFID in
Croatia.
Substantial changes required the authorisation of DFID in the
UK. Changes to the budget and major changes in staffing also
required the authority of DFID in the UK.
Training
It was important to work with the MOJ, SGA, other key
stakeholders and other members of the project preparation team
in order to assess the number of people requiring training and
the likely scheduling of the training requirement.
Establishing the number of staff that may require training
(probably in the form of seminars or workshops) from the
public/private sectors not directly engaged in the project: e.g.
the Ministry of Finance; local government; NGOs, the
professional community including associations; utilities and
others as appropriate.
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