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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