There may be government agencies or quasi-government agencies that the Procuring Authority does not have a strong relationship with. In these circumstances, where certain project milestones rely on the input from those other government agencies, the Procuring Authority should plan early, and enter into agreements with those other government agencies to ensure there are no disruptions to the project.
EXAMPLE Interfacing projects The importance of managing interfaces with other projects was highlighted in the Intercity Express Programme project in the UK, where the success of the project depended on interactions with the delivery and electrification of track infrastructure. This was done by Network Rail, which is an arm's-length public body and therefore not part of the Department for Transport itself. For more information, see the Intercity Express Programme Case Study. |
EXAMPLE Land acquisition in India In India, the issue of land acquisition led to delays and disputes on numerous highways projects. Land management is a state subject under the responsibility of the Competent Authority for Land Acquisition (CALA). The National Highways Authority of India (NHAI), which is the Procuring Authority on many toll roads, has no direct control over CALA and is dependent upon the state governments and its policies. To address this, NHAI has regional offices in charge of the respective states, and they coordinate with the relevant departments in each state. In order to facilitate land acquisition, the NHAI enters into a state support agreement with the concerned state. The NHAI also employs retired officials from the state governments to assist with understanding land regulations. |