Catalog

	Table of Contents
p. 60 of 79 BACK | NEXT Foreword Abbreviations Glossary 1. Introduction 2. The Resettlement Plan in the Project Cycle 3. Resettlement: Key Planning Concepts 4. Consultation and Participation 5. Socioeconomic Information 6. Relocation 7. Income Restoration 8. Institutional Framework 8.1 Issues concerning the Institutional Framework 8.2 Establishing Resettlement Unit 8.3 Staffing and Budget 8.4 Staff Training and Capacity Building 8.5 NGOs as Resettlement Implementation Agents 8.6 Resettlement Coordination Committees 8.7 Grievance Redress Committees 8.8 Institutional Framework in the Project Cycle: Key Action Points 8.9 Checklist: Institutional Framework 9. Monitoring and Evaluation Selected Reading List Appendix 1: The Bank's Policy on Involuntary Resettlement Appendix 2: Sample Terms of Reference for Full Resettlement Plan Appendix 3: Resettlement Policies in Selected DMCs Appendix 4: Resettlement Monitoring: Sample Formats for Monthly Progress Reports

Handbook on Resettlement: A Guide to Good Practice : 8. Institutional Framework

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8.3. Staffing and Budget

In many cases, resettlement units and agencies are understaffed because project management prioritize implementation of the main project over resettlement activities. In the early stages, a resettlement unit may have a small number of staff for resettlement planning, consultation, and preparation of the RP. However, it should be allocated more staff and other resources as needed before project approval. An adequate ratio of resettlement staff to APs depends on a variety of factors, such as the number of APs, the number of sites, and the complexity of the issues. The box below provides a ratio from Sardar Sarovar in Gujarat, India.

Another approach, perhaps more participatory, is for the resettlement unit to act as a coordinator, responsible for supervising the work of local AP groups and NGOs, who act as primary implementing agencies. This approach is particularly useful when developing options, for example for a relocation site or an income restoration plan, because it helps to build the support necessary for sustainable resettlement. Resettlement planning and implementation activities in the Jamuna Bridge Project provide an example of this model.

The resettlement organization must establish office(s) at the field sites to facilitate planning, coordination, and implementation of resettlement projects. Field offices are also essential to maintain contact with APs and to build rapport for resettlement activities.

Field staff ideally live within the project area and are able to speak the local language(s), particularly in cases involving indigenous people. They represent a mix of different skills and expertise, e.g., engineering, public health, law, agronomy, economics, environmental studies, rural sociology, and anthropology. Both female and male staff are required.

The Mission Leader, during fact finding and before Appraisal, must confirm costs and funding sources for all aspects of resettlement activities, including commitment of the government to carry out resettlement satisfactorily. The following decisions regarding financial and budgetary issues must be made during project Appraisal:

• provisions for and sources of funding for compensation and resettlement;
• provisions for contingency funds in resettlement budget;
• annual budget allocations and provisions for budget modifications; and
• head of the resettlement unit or agency has full financial and administrative authority for disbursement of funds.

There should be some flexibility in the budgetary provisions that may allow the head of the resettlement unit or agency to authorize fast disbursement of funds for resettlement purposes. The head of the agency should also be authorized to coordinate with related departments, hire NGOs, or contract out any specific aspect of the resettlement operation (for example, socioeconomic surveys, preparation of RP), if required.

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