Bridging the gap between displacement management planning and implementation is an internal function of the resettlement project team, specifically a close collaboration between the project manager and resettlement expert, with oversight from the SteerCom. The transition from planning to implementation must be initiated once the need for land access has been confirmed and the team is confident it is able to secure and manage the accessed land once vacated.
The focus of this task is on refining and improving components of the developed under Task 7 (see 4F.2 Guidance, Task 7), particularly the following:
- Institutional arrangements for project implementation:
- Organisations or entities (for example, national or local government departments, local leadership structures, resettlement project team, independent third party) responsible for delivering each activity in the and entitlement framework, noting that the responsibility for some tasks/functions may rest with external entities;
- Mandate, jurisdiction and financial authority of each institution;
- Overlapping responsibilities of each institution and human resources;
- Mechanisms to supervise and coordinate the implementation activities of all institutions; and
- Adequacy of the internal resettlement project team for implementation and effect changes as required.
- Implementation and schedule:
- Detailed of implementation activities;
- Month-by-month schedule – enough time must be allowed for acquiring replacement land, constructing replacement housing and completing the physical relocation (if relevant), as well as for delivering compensation, undertaking transitional support and initiating livelihood restoration programmes prior to accessing land; and
- Alignment between the resettlement implementation schedule and mining project schedule. If grave relocation is also required, consider resettlement and grave relocation schedules to minimise impacts on households’ access to graves.
- Costs and budgets:
- Financial responsibility and authority, and adequate financial provision;
- Government-funded costs and mechanisms to coordinate its disbursement (if relevant);
- Detailed budget, including adequate contingencies;
- Consideration of how inflation and currency fluctuations will affect cost estimates and compensation (if relevant); and
- System to track budget spend.
- :
- Process for monitoring implementation, including and associated data, reporting requirements (internal and external) and institutional requirements (see 4F.2 Guidance, Task 10)
- Process for feedback on monitoring, integrated into the implementation process and overall external evaluation;
- Inclusion of activities in the and formalised methodology to ensure a consistent approach over time; and
- Process for independent , third-party oversight, compliance reviews and close-out audit.
The operations team remains active on the SteerCom and ensures alignment between the resettlement plan and other site-based activities.
The deliverables at the end of this phase must be documented in an Implementation Plan aligned with the requirements of the . An updated must form part of the Implementation Plan. The operations team reviews the Implementation Plan and ensures it is integrated with other operational activities.
A supporting deliverable of this phase is the tender documentation and a for implementation to facilitate the appointment of a suitable resettlement consultant and other service providers (e.g. construction company, removals company, etc.). If the detailed design of replacement housing and/or livelihood restoration was not undertaken as part of development (see 4F.2 Guidance, Task 7), it must be included in the for implementation.