Community Development Toolkit: ICMM and the World Bank

Extractive Industries and Sustainable Development International Workshop Arequipa, Peru, 10-11 October 2006

Dr Catherine Macdonald for ICMM

ICMM Corporate Members

ICMM Association Members

• Camara Minera de Mexico• Chamber of Mines of South Africa• Consejo Minero a.g.• Eurometaux• Euromines• Federation of Indian Mineral Industries • Indonesian Mining Association • Industrial Minerals Association• Instituto Brasileiro de Mineracao - IBRAM

• International Copper Association• International Lead Zinc Research Org’n• International Wrought Copper Council

• International Zinc Association• Japan Mining Industry Association

• Minerals Council of Australia• Mining Association of Canada• Mining Industries Associations of

Southern Africa • Nickel Institute• Prospectors and Developers Ass

of Canada • Sociedad Nacional de Mineria de

Chile • Sociedad Nacional de Mineria y

Petroleo • SveMin - Association of Mines,

Mineral and Metal Producers in Sweden

• The Cobalt Development Institute

• World Coal Institute

ICMM Strategic Directions

ICMM mission:

• Acting collectively, the industry can ensure continued access to land, capital and markets as well as build trust and respect by demonstrating its ability to contribute successfully to sustainable development

A key strategy:

• ICMM to offer strategic leadership to achieve improved industry performance

Action by industry to support improved industry performance …

Sustainable Development Framework:

• Ten principles which members have committed to implement and report their performance against

• Public reporting - developed in partnership with Global Reporting Initiative

• Independent third party verification

• Website on good practice together with UNCTAD, UNEP, DFID

Principles

Reporting

Verification

GoodPractice

Community Development focus

ICMM Principle : Contribute to the social, economic and

institutional development of the communities in which we operate.

and

World Bank: Extractive industry investments contribute to poverty reduction and sustainable development at community and

country levels

Community Development ToolkitCommunity Development Toolkit

Community Development Toolkit aims

Community Development Toolkit intended to help:• government • industry &

• communities realise sustainable community development around mining

operations.

For all stages of the relationship between mining projects and local communities:

First contacts between

geologists and communities

Construction Operations Decommissioning and closure

Community Development Toolkit contains

I. Assessment ToolsGetting to know the community – stakeholder identification, social impact and

opportunities assessment

II. Planning ToolsDesigning sustainable programs – strategic planning, community maps,

institutional analysis, opportunity ranking

III. Relationship ToolsMaintaining effective relationships between all stakeholders - consultation

plans, partnership assessments

IV. Program Management ToolsSupporting and implementing the planning tools – Community Action Plans,

Logical Frameworks, conflict management

V. Evaluation ToolsMeasuring progress and modifying as needed, with community participation in

indicator development and assessment

Tools supported by guidance

Each tool contains:

• Description

• Purpose of the tool

• Who might use the tool eg. mining company staff, government officers, community members, NGOs

• When to use the tool, e.g. at which stage of the project cycle

• How to use the tool – step by step guidance

Who might use the tools and when…

Supporting information in the Toolkit

• Analysis of government approaches to promote and support the sustainability of the minerals sector

• Glossary of community development terms and concepts

• Annotated bibliography and links to key references

Stakeholder Engagement Tools (1)

Tool 1: Stakeholder identification

Checklist of possible stakeholders

Use this generic list to jog your memory

Communities The local community near your site The local community near your head office The regional community The national community The international community Specially impacted Nearest neighbours Elderly/ ill/ incarcerated/disabled Indigenous people Racial minorities/oppressed groups Children/schools/orphanages Others Government officials Local officials Regional officials State officials National officials Opposition officials Others I ndustry Individual companies Competitors Suppliers Customers Industry associations Business associations Others Regulators Local agencies Regional agencies

Other civic organizations Churches and religious organisations Trade or Labour Unions Educational organisations Fraternal organisations Charitable organisations Organisations serving children Organisations serving the elderly Professional and trade associations Others I nternal Board of Directors International Advisory Board Top management Shareholders Legal people Health, safety and environment people Employees Retirees Families of employees Others Specially concerned people/ groupsWith interest in your site (eg. small scale miners) With interests in your company (eg. existing partners) With interests in your industry Who are already involved Who want to be involved With emergency response job Who you wish to involve News media Others

State agencies National agencies International organisations Others Environmental Non-Governmental Organizations and Community Based Organizations Local groups Regional groups State groups National groups International groups Individual green activists Others Other advocacy groups Health and safety groups Human rights groups Social justice groups Political groups Others

Stakeholder Engagement Tools (2)

Tool 10: Stakeholder analysis

Stakeholder Analysis matrix

Questions to ask Stakeholders

Most Average Least

Who will be affected by negative impacts of the project?

Who will benefit from the project?

Who will be responsible for implementing measures to mitigate the negative impacts?

Whose cooperation, expertise, or influence would be helpful to the success of the project?

Who are the most vulnerable, least visible, and voiceless for whom special consultation efforts may have to be made?

Who supports or opposes the changes that the project will bring?

Whose opposition could be detrimental to the success of the project?

Who might have resources to contribute?

Who will make decisions?

Impact Measurement Tools (1)

Tool 15: Logical Framework

Activity: Basic Midwifery / Traditional Birthing Assistant (TBA) Training

Narrative summary Verifiable indicators Means of verification

Assumptions

Outcome: Increased capacity of traditional birth attendants to provide basic but competent advice and assistance to others during pregnancy and child birth.

Reduced incidence of complications during childbirth, perinatal

and neonatal mortality.

Increased detection and referral of high risk pregnancies to

government midwives.

Village/ Ward/ District health

records.

Government health monitoring

systems

Output: People trained in basic midwifery / birthing assistant skills.

6 people successfully trained.

Training course reports.

That there will be at least 6 willing

and suitable participants available to

complete the course

I nput: Basic Midwifery / Traditional Birthing Assistant (TBA) Training Course

Cost of trainers, hall hire, course materials,

per diems for attendees and staff

Invoices submitted by staff and students

Company, government sponsors will

provide the course support fees

Impact Measurement Tools (2)

Tool 17: Goal Attainment Scale (GAS)Example of survey questions

Goal

Score (n=60)

GAS Score

Local community members satisfied with their access to BD-related recreation sites

Co

mp

any

Go

vern

men

t NG

Os

Co

mm

un

iti

es

Question: Is the offset program providing sufficient access to BD-related recreation sites for local communities?

(1) The offset program is poorly regarded with the level of level of access to BD-related recreation sites being low and ineffective.

0 0 3 2

(2) The offset program is regarded as generally well run, but is not progressing far in restoring community access to BD-related recreation sites.

1 1 7 5

(3) The offset is developing the basis for restored and even improved access to BD-related recreation sites for community members.

6 8 5 5

(4) The offset has restored access to BD-related recreation sites for community members.

7 5 0 3

(5) The offset has improved access to BD-related recreation sites for community members.

1 1 0 0

Impact Measurement Tools (2)

Tool 17: Goal Attainment Scale (GAS)Example of graphical format

0

1

2

3

4

5

6

7

8

1 2 3 4 5

Company

Government

NGOs

Community

Awareness and Preparedness for Emergencies at Local Level (APELL)

October 2006

Awareness and Preparedness for Emergencies at Local Level (APELL), Background

• APELL is a tool to allow for effective communication about risks and planning for emergency response

• APELL was first developed by UNEP with the chemicals industry in the 1980s

• UNEP and ICME’s sector specific “APELL for Mining” was published in 2001

• ICMM and UNEP co-published a companion follow up report “Good Practice in Emergency Preparedness and Response” in 2005

Good Practice in Emergency Preparedness and response (2005)

• ICMM took the APELL process further by analyzing emergency preparedness and response capabilities within its membership

• The report provides guidance on meeting some ICMM SD commitments by effective use of the APELL framework

• Case studies and reference material provide information to help achieve the model plan outlined in the report

• Critical analysis showed that while members’ technical preparations for emergencies are good, more effort is needed with neighbouring communities

Good Practice in Emergency Preparedness and response (2005)

• High level of interest in in South America

• Spanish language version is being translated, it is anticipated that it will be published in early 2007

• Workshop to launch the Spanish publication will take place in South America in early 2007, ICMM welcomes input

• Emergency planning is a process of continuous improvement, ICMM welcome comments on the report

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