19 F Implementation Arrangements 19 The implementation arrangeme nts were

19 f implementation arrangements 19 the

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19 F. Implementation Arrangements 19. The implementation arrangeme nts were appropriate to deliver the project’s envisaged design outputs. As the executing agency, the state government’s UADD set up a state-level PMU headed by a full-time project director who provided overall strategic guidance and supervision for project execution and was responsible for compliance with the loan covenants. The project director was supported by two deputy project directors, one who managed and implemented engineering works, and another who oversaw finance and administration. The PMU was adequately staffed and assisted by consultants with expertise in engineering, finance and accounting, social and gender development, institutional development, community development, procurement, resettlement, and urban planning. Appendix 5 details the overall implementation arrangements. 20. A state-level empowered committee was set up with the chief secretary as chair, the project director as member secretary, and the UADD principal secretary, UADD commissioner, and representatives of the Finance Department and Public Health and Engineering Department as members. The committee had full powers to decide on matters related to the project. City-level steering committees headed by the respective divisional commissioners as chairs were also established. A technical evaluation and assessment committee chaired by the project director was set up, and consisted of three chief engineers from the Public Health and Engineering Department and a representative of the Finance Department to carry out a technical and financial evaluation of each project component and advise the PMU. 21. PIUs headed by the concerned municipal commissioners were located within the participating municipal corporations to ensure greater ownership of the project. Each PIU was supported by a full- time senior engineer experienced in public health and environmental engineering, and was fully involved in the selection and finalization of project components, procurement, award of contracts, and implementation of project components. This created ownership in the PIU or ULB, built capacity, and paved the way for smooth implementation. PIU staffing was initially inadequate, but was eventually enhanced. Decision making authority was delegated to the mayor-in-council of each municipal corporation. Before issuing official correspondence to the PMU, the PIUs and municipal corporations held preliminary dialogues to reach consensus. This substantially reduced decision-making time. The 19 Contractor workshops and the waiving of prequalification in 2006 helped to address these issues. The contractor workshops aimed to brief the contractors about the nature of the works and likely challenges, and to assure them regarding the availability of funds and timely payments, the transparent measurement and billing process, the dispute resolution mechanism, and the grievance escalation matrix .
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7 7 PMU appointed a PMC, two DSCs, benefit monitoring and evaluation (BME) consultants, a public relations consultant (PRC), and a resettlement nongovernment organization.
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