Relocation and Resettlement in Ceará - Houston Advanced ...

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FRC, PAGE 14
created by the displacement-causing projects. In the case of Castanhão, therefore, those
displaced by the dam should be given priority in being resettled in areas that will be irrigated by the
project. Some PAPs could also be given training and support in establishing reservoir-based
fisheries. However, since reservoir based fisheries display strong cyclical trends, with high initial
output followed by a rapid drop in production, care should be taken to ensure their long-term
economic sustainability.
Training and capacity building is another important component of income restoration programmes.
Training should be conducted as part of a preparatory programme so that PAPs are ready to
commence income-generating activities shortly after their physical relocation. Another reason for
conducting training and capacity building exercises early is that most PAPs have little formal
education and a tradition of patron client relationships. When asked to make resettlement choices,
they are unprepared and have often made choices which they later regret. In addition, without
training and preparation, there is a great danger that after a bad year or two—a real threat in the
semi-arid Northeast—the PAPs will liquidate their assets and migrate to urban centres.
Resettlement Agencies need to improve communications channels amongst
themselves and between themselves and the project affected communities.
The focus of this project and HARC reports has been the inclusion of stakeholder opinions and
concerns. A number of studies have targeted stakeholder participation in resettlement planning
and management as one of the single most important factors that determines the success of
resettlement efforts. Stakeholder participation is first a matter of good communication.
Breakdowns in communication can make the stakeholders feel that they are not part of the process
and this leads to mistrust, resentment, and conflict. This was brought into stark evidence through
the problems created by SDU in not adequately communicating with the community regarding the
delay in the construction of Nova Jaguaribara. Other communications and co-ordination problems
include the uncertainty regarding the responsibility of retired rural PAPs who want to be resettled in
Nova Jaguaribara. The monthly GM meetings alone are not sufficient for inter-agency
collaboration on a project the magnitude of Castanhão. Regular meetings at shorter intervals,
should be conducted among the three agencies primarily responsible for resettlement at
Castanhão—SRH, SDU, and IDACE.
The State and resettlement agencies should pay more attention to developing
community organisation and leadership structures.
With the exception of the City of Jaguaribara, community organisation and leadership is largely
absent from the project affected communities in Ceará. This issue has been dealt with at length in
both the First and Second Interim Reports. Regular and frequent community consultations will be
more fruitful and the participation of communities in the resettlement process more substantial if
local communities are well organised and enjoy capable, effective, and articulate leadership. Once
communities are identified as likely to be displaced, teams from resettlement agencies should
commence work in organising the communities and training selected leaders. Over the long run,
this will enable the communities to better articulate their concerns and needs and thereby make the
task of the resettlement staff much easier.
The State should develop a comprehensive monitoring and evaluation schedule, both
internal and external.
At the time of the HARC team’s visit to Ceará, there were no established monitoring and evaluation
plans or schedules to determine the long-term effectiveness of resettlement efforts in Ceará.
Officials of all three agencies—SRH, SDU, and IDACE—are keenly aware of the need for follow up
in the project-affected communities. Monitoring and evaluation plans should therefore be drawn up
as soon as possible. Monitoring and evaluation should be done at two levels. First, an internal