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3Consultation MatrixcontinuedRELATIONSHIPS TOOLSKey referencesIFC, 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, especially Chapter 9.62 Community Development Toolkit
Partnership Assessment4DescriptionThe sustainability of community developmentactivity demands effective partnershipsbetween government, business and civilsociety. None of these groups possessesthe full range of resources required topromote community development at thelocal level. Each has distinctive roles andresponsibilities, skills and capacities withinthe community development process.Working together they can make significantand sustainable contributions to the localdevelopment process, which will outlive thepresence of a mining project. Successfulpartnerships are built on a sharedcommitment to address development needs.The World Bank’s Business Partners forDevelopment (BPD) 25 initiative broughtgovernment, industry and civil societyrepresentatives together to exploreopportunities for partnership aroundresource development projects, and toproduce practical guidance on how thosepartnerships could generate sustainablebenefit in local communities. Much of thissection is based on the BPD initiative.Additional analysis of the importance ofpartnerships to successful communitydevelopment programs in mining areas hasbeen undertaken in a number of countriesby ICMM. 26Partnerships offer a model of participatorydevelopment. While partnerships are oftenbetween two parties, namely a miningcompany and an NGO or communityorganisation, this tool specifically addressestri-sector partnerships as they can bringtogether unique resources and qualities (seeTable 6):Government can contribute credibility topartnership arrangements, strategicco-ordination through local developmentplans and public investment, and can act ascatalyst, broker and mediator.Business can contribute employment andinfrastructure opportunities, financialresources, capital equipment, a results-ledwork ethic and attention to performancequality.Community organizations and NGOscan contribute local knowledge, capacity tomobilize community participation, toolsand methods to ensure relevance to localconditions and a long-term presence in thehost community.The greatest opportunities for communitydevelopment – and best hope for programsustainability – lie in bringing together thedevelopment capacities and resourcesavailable collectively within the region.If companies and other actors can aligntheir programs with those already decidedupon by the local and regional governmentsnear a mining project, then the combineddevelopment actions of such partnershipswill help communities contribute to nationaldevelopment goals. This ensures bettercoordination of development activities, moreefficient use of development resources, andthe active support and participation of keystakeholder groups.RELATIONSHIPS TOOLS25 See World Bank Business Partners for Development initiative at www.bpdweb.com26 See several ICMM documents at www.icmm.com/mpd/partnershipsCommunity Development Toolkit63
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A set of 20 revised andupdated tool
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PrefaceBackground to the projectTar
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IntroductioncontinuedINTRODUCTIONTh
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IntroductioncontinuedINTRODUCTIONTa
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➜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 and 56: Stakeholder Analysis2continuedTable
Page 57 and 58: Consultation Matrix3DescriptionTher
Page 59 and 60: Consultation Matrix3continuedSTEP 1
Page 61: CASE STUDYPre-operational implement
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
Page 107 and 108: Development Opportunity Ranking9con
Page 109 and 110: Financial Valuation Tool10Sustainab
Page 111 and 112: 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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