SCU Function

The SCU’s functions and responsibilities will be:

• the carrying out, monitoring, coordination, and supervision of project activities and
• the fiduciary, procurement, safeguards, and administrative aspects of the project, including, but not limited to, issuing the tenders, undertaking financial reporting for the project, and making payments to contractors.

The SCU will also be responsible for the preparation, management and execution of the contingent emergency response component in the event of a natural disaster (Component 3).
Technical oversight of works will be provided by the SCU and the project will also finance construction supervision. Once works are complete, the MoPWTC’s drainage unit will take over operations and maintenance in accordance with its mandate. Construction sites environmental and social aspects and site waste management are the responsibility of the contractor, compensation events will be handled by the assigned SCU staff.
The SCU will directly respond to the MoPWTC Permanent Secretary for Civil Engineering via the Director of Wet Works, who will also be in charge of coordinating the SCU. The SCU will be composed of MoPWTC staff dedicated to the unit and/or consultants hired by the MoPWTC.

SCU Organizational Structure

The MoPWTC Director of Wet Works will be the overall coordinator of the SCU. A Deputy Project Coordinator will report to the Director of Wet Works and will oversee the day-to-day project activities as well as manage the other SCU project staff including:

• Two Financial Specialists from the MoPWTC;
• Ad-hoc Legal Support from the MoPWTC legal team;
• A Procurement Specialist hired externally for the purposes of the project implementation, supported by an Assistant Procurement Specialist from within the ministry;
• A Civil Engineer(s) and a GIS/Information Management Specialist from within the MoPWTC supported by an experienced Senior Civil Engineer hired externally for the purposes of project implementation (national or international);
• An Environmental Specialist and a Social Specialist also responsible for communications and grievance redress, employed at 50% time each and hired externally for the purposes of the project implementation. Roles would be very similar to the equivalent specialists under a new IDB project also working with the MoPWTC and therefore these roles may be combined; and
• Logistics Support consisting of secretarial staff and a boat/car driver hired from within the MoPWTC, also responsible for postal services from within the MoPWTC.

The organizational structure illustrated in Figure 1 shows the implementation arrangements for the governance of the project. It identifies the relationships of roles and responsibilities of the key facilitators to ensure that project activities are carried out smoothly.

Figure 1 Organizational Structure of the SCU