Based on defined impacts/risks and recommended controls (from Task 3) a Community Health and Safety Management Plan (CHSMP) should be developed that sites can use to plan, prioritise and monitor CHS controls. The development of the CHSMP requires that the impact and risk assessment be completed, and control measures are agreed to and finalised.

It is recommended that sites utilise a monitoring and evaluation matrix to guide the CHSMP, as outlined in Tools (see 4C.6 Tools), which includes the following key elements:

• Health impact/risk intervention theme (for example, communicable disease management, accident and injury-prevention management, environmental health management, etc.).
• What:
  • Proposed management intervention and specific elements/actions.
  • Priority of intervention.
• When/ timing:
  • Phase of project.
  • Period of intervention (short, medium or long term).

• Where:
  • Targeted location of the activity (linked to area or potentially affected stakeholder, etc.).

• Who:
  • Roles and responsible people/organisations, with a clear matrix developed on responsibility, accountability, and consultation and informed as required.
  • Potential intervention partners.

• Monitoring and evaluation elements linking in key performance areas or indicators.

Sites may choose to develop the CHSMP as a stand-alone document, include as an Annex to the SMP, or integrate the CHSMP into the SMP. However, high consequence/significant CHS-related impacts and risks should be summarised in the SMP where the CHSMP is a stand-alone document.

Engagement with the SPMC will be necessary prior to implementation of the CHSMP, in line with Task 13 in SHIRA (see Section 3C).

Where controls for CHS impacts or risks relate to other aspects of social performance or other functions, e.g. site-induced migration (SIM), environmental issues, resettlement, contractor social management, SED, etc., they should be incorporated into the relevant management plans, while avoiding duplication. This may include engaging with other functions’ plans where controls are cross-functional. Management plans should be aligned and cross-referencing to other management plans should be made where needed, with integration support by the SMP. For example, if site-induced migration (SIM) (see Section 4G) is predicted to have an impact on the transmission of HIV/AIDS in a community, controls to manage this impact should address SIM and may be best captured in the SIM management plan.

Implementation of certain actions to control impacts and risks may not be the sole responsibility of sites and may rely on partnerships with health authorities and public-health services, universities or NGOs with expertise and/or the mandate to do so. Ideally, sites should not take on the direct role of supporting health-systems strengthening in the public sector, or conducting health programmes, but should appoint a suitably qualified implementing partner. Where possible, existing or similar projects/programmes should be leveraged. Sites should assess potential partners’ capacity to deliver in a sustainable manner during the CHSMP development and, where needed, identify ways to support partners in fulfilling their roles more effectively. Sites must develop clear memoranda of understanding (MoU) or partnership agreements prior to commencing any implementation, in order to ensure that other parties’ responsibilities are clear and to provide mechanisms for monitoring and reporting to track implementation.

If not completed in the scoping or data-collection phase, the institutional capacity of the host country or local health system should be evaluated for systemic weakness, as this absorptive capacity is often a limiting factor for the successful implementation of mitigation strategies. Specific capacity building and health systems strengthening may be required, noting that this may be a slow process that requires extended commitment.