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2Stakeholder AnalysiscontinuedRELATIONSHIPS TOOLSKey referencesDFID, Tools for Development: A Handbook for Those Engaged in Development Activity, 2003,Section 2: Stakeholder analysis.IFC, Strategic Community Investment: A Good Practice Handbook for Companies DoingBusiness in Emerging Markets, Washington DC, June 2010.IFC, Strategic Community Investment: A Quick Guide, Highlights from IFC’s Good PracticeHandbook, Washington DC, February 2010. Both IFC publications available at:www.ifc.org/ifcext/sustainability.nsf/content/publications_handbook_communityinvestmentIFC, Stakeholder Engagement: A Good Practice Handbook for Companies Doing Business inEmerging Markets, Washington DC, 2007. Available at:www.ifc.org/ifcext/sustainability.nsf/content/publications_resettlementZandvliet, L. and Anderson, M. B., Getting it Right: Making Corporate-Community RelationsWork, Greenleaf Publishing, Sheffield, 2009.56 Community Development Toolkit
Consultation Matrix3DescriptionThere is a significant difference betweenrelationships in which stakeholders areengaged in consultative ways and those inwhich stakeholders are seen as passiverecipients of engagement activities. You needto understand these distinctions in order todecide what level of engagement you wouldreally like to undertake with each group ofstakeholders – and how successful thatlevel of engagement might be.Engagement should be both formal andinformal and may involve a number of theactivities listed below:• information disclosure• public meetings, interviews withspecific stakeholders• community liaison team membersappointed• grievance mechanism, newsletters,open houses• annual/quarterly targeted consultation• perception surveys• participatory monitoring.The consultation matrix is the basis fordeveloping a comprehensive, well-thoughtthroughconsultation plan. It is a helpful toolfor ensuring that information gets to thepeople who need it, at the right times; thatfeedback from stakeholders reaches theright people in the company and government;and that stakeholders are informed of theresults of their inputs. Stakeholders shouldbe asked what level of consultation theydesire – information provision, involvementin meetings, active contribution to planning,participation in monitoring activities forthe project or partnership on communitydevelopment programs. Matching the levelsof interactions with stakeholders’ needsand expectations will help you deliver atargeted, time-effective consultationprogram. Ideally, consultations between allstakeholders should be frequent, open andmutual. Consultation is not a one-way street.Key principles for achieving comprehensiveconsultation are:• consult often and not just when you needsomething• consult everyone who wants to beconsulted• listen as much as you talk• record your interactions in a database,including comments and responses fromstakeholders and your responses to them• be responsive to issues raised/actionsarising from consultations and commit toproviding feedback to your stakeholdersabout their concerns• keep a register of any commitments youor your colleagues have made withstakeholders and review it regularly.RELATIONSHIPS TOOLSCommunity Development Toolkit57
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A set of 20 revised andupdated tool
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PrefaceBackground to the projectTar
Page 6 and 7: IntroductioncontinuedINTRODUCTIONTh
Page 8 and 9: IntroductioncontinuedINTRODUCTIONTa
Page 10: ➜Table 2: Community development t
Page 13 and 14: MINING AND COMMUNITYDEVELOPMENTGoal
Page 15 and 16: Mining and community developmentThe
Page 17 and 18: Mining and community developmentcon
Page 33 and 34: The tools provide practicalguidance
Page 35 and 36: Community development toolsUsing th
Page 37 and 38: CASE STUDYEarly participatory plann
Page 39 and 40: Community development toolscontinue
Page 41 and 42: The central set of activitiesthat u
Page 43 and 44: Relationships toolsTOOL 1TOOL 2TOOL
Page 45 and 46: Stakeholder Identification1Descript
Page 47 and 48: Stakeholder Identification1continue
Page 49 and 50: Stakeholder Identification1continue
Page 51 and 52: CASE STUDY continuedStakeholder map
Page 53 and 54: Stakeholder Analysis2DescriptionOnc
Page 55: Stakeholder Analysis2continuedTable
Page 59 and 60: Consultation Matrix3continuedSTEP 1
Page 61 and 62: CASE STUDYPre-operational implement
Page 63 and 64: Partnership Assessment4DescriptionT
Page 65 and 66: Partnership Assessment4continuedPur
Page 67 and 68: Etc.VocationaleducationChildmalnutr
Page 69 and 70: Partnership Assessment4continuedSTE
Page 71 and 72: CASE STUDY continuedStrengthening c
Page 73 and 74: Grievance Mechanism 275DescriptionA
Page 75 and 76: Grievance Mechanism5continuedIn add
Page 77 and 78: Grievance Mechanism5continuedSTEP 5
Page 79 and 80: CASE STUDYSetting up an independent
Page 81 and 82: Planning tools are used forplanning
Page 83 and 84: Planning toolsTOOL 6Strategic Plann
Page 85 and 86: Strategic Planning6FrameworkDescrip
Page 87 and 88: Strategic Planning Framework6contin
Page 93 and 94: Community Mapping7DescriptionA comm
Page 95 and 96: Community Mapping7continuedFigure 6
Page 97 and 98: Institutional Analysis8DescriptionI
Page 99 and 100: Institutional Analysis8continuedFig
Page 101 and 102: Development Opportunity9RankingDesc
Page 103 and 104: Development Opportunity Ranking9con
Page 105 and 106: Table 11: Participatory assessment
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Development Opportunity Ranking9con
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Financial Valuation Tool10Sustainab
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Not applicable/do not know➜Table
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Not applicable/do not know➜Table
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Financial Valuation Tool10Sustainab
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Best practice• Negotiations with
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Table 14: Sustainability Program Qu
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CASE STUDY continuedFinancial Valua
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These tools help people tounderstan
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Assessment toolsTOOL 11Social Basel
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Social Baseline Study11DescriptionT
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Social Baseline Study11continuedWhe
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CASE STUDYExample of a social basel
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Social Impact and12Opportunities As
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CASE STUDYContributing to community
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Competencies Assessment13Descriptio
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Competencies Assessment13continuedH
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An example for a person or organiza
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Methods and approaches formitigatin
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Management toolsTOOL 14TOOL 15TOOL
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Community Development14AgreementsDe
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Community Development Agreements14c
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Community Development Agreements14c
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Management Systems15DescriptionInte
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CASE STUDYIncorporating impact asse
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Community Action Plans16Description
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Community Action Plans16continuedHo
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CAPs from adjoining communities may
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Community Action Plans16continuedKe
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Local Economic Investment17Descript
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Local Economic Investment17continue
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CASE STUDY continuedAssisting growt
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Resettlement Planning18DescriptionT
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Resettlement Planning18continuedThe
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CASE STUDY continuedManaging the im
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How to monitor and evaluatecommunit
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Monitoring and evaluation toolsTOOL
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Monitoring and evaluation toolscont
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Indicator Development19DescriptionE
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Indicator Development19continuedSTE
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Indicator Development19continuedTab
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Goal Attainment Scaling20Descriptio
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Goal Attainment Scaling20continuedT
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GLOSSARY AND REFERENCES
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GlossaryAArbitration A process in w
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GlossarycontinuedGGender The social
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GlossarycontinuedParticipatory Rura
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GlossarycontinuedStrategic planning
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Referenced sourcesGeneral reading -
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Referenced sourcescontinuedWorld Ba
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Referenced sourcescontinuedICMM. 20
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Referenced sourcescontinuedVarious
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Referenced sourcescontinuedStakehol
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DisclaimerThis publication contains
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