Oil, Gas and Mining
Sustainable Community Development Fund
(CommDev)
Dafna Tapiero
Veronica Nyhan Jones
Arjun Bhalla
[email protected]
[email protected]
[email protected]
What is CommDev?
• $12 million fund focused on
helping communities receive
sustainable benefits from
Extractive Industry (EI) projects
• Supports IFC/World Bank clients/companies who want to
collaborate to go above and beyond social and
environmental safeguards
• Provides public goods for all stakeholders on community
development in extractive contexts
• Offers capacity building, TA, tool development and
information sharing through on-line clearinghouse
• Global, but emphasizes Africa (60 – 70%)
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Key Themes for CommDev
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Stakeholder Engagement
Strategy (Participatory Planning)
Local Economic Development & Supply Chains
Local Revenue Management
Capacity Building for Govt, Companies, Communities
Monitoring & Evaluation (Participatory)
Communication & Information Sharing
Artisanal and Small-scale Mining (w/ CASM)
Gender
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Community Development Strategy
Stakeholder
Engagement
Help build
awareness and
engage
stakeholders
across all sectors
and create an
association for
consultation and
dissemination of
information.
Increase
Participation
Establish Participatory
Planning Mechanisms
• Multi-stakeholder
involvement
• Identify actionable
and measurable
interventions
• Increase quality of
participation
Participatory Monitoring
Implementation
Train community,
company and
governments to
participate in on-going
monitoring and
evaluation of programs
Assist company in
implementing select
community
development programs
with local partners
Joint Strategy
Development
Facilitate design of
community
development
strategy
• Provide toolkits, case
studies and best
practice documents
• Identify measurable
impact of community
development actions
Communication
Help organize
vehicles to continue
company-communitylocal govt dialogue on
implementation
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Monitoring & Evaluation (M&E)
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As much about building relationships, trust and
mutual learning as it is about collecting and
reporting data
Includes viewpoints of all stakeholders — integrating
diverse priorities and concerns
The opportunity to demonstrate a company's value
in the community
Rely heavily on participation and engagement of
communities
Good upfront M&E = Good project design
Who measures matters!
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CommDev-Funded Projects
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8.
Participatory Environmental Monitoring around Mine, Guatemala
Framework for Sustainable Development around Mining, Guinea
Capacities of Traditional Authorities and Local Government for
Community Development, South Africa
Alternatives for Artisanal & Small-Scale Miners, DRC
Social Accountability to Improve Impact of Mining Canon, Peru
Municipal Capacity to Manage Oil Royalties, Colombia
Regional Development Foundation in Anosy, Madagascar
Indigenous Business Development, Bolivia
More projects under development
in Tanzania, Colombia, Ghana…
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CommDev Learning Products
• Participatory Planning & Monitoring for
Companies and Communities
• Local Conflict Management Toolkit
• Indicators for Monitoring Corporate
Community Development Investments
• ASM & LSM Good Practice Guide w/ CASM
• Foundations for Community Development
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The Project Cycle
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BCS & CommDev
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Company
By the
Community
By the
Spectrum of
actions
Spectrum of Community-Company Engagement
Negative
stereotypes of
other
Violent tactics:
involuntary
resettlement,
destruction of
livelihoods,
environment
Violent tactics:
sabotage, destroy
property, hurt
people
Disengage
Active
disengagement;
isolation, barriers to
avoid contact;
ignorant about
communities,
history, local
knowledge
Active
disengagement;
refusal to
negotiate; or
inaction arising
from powerlessness or lack of
information
Each party is communicating with
the other, but in an ineffective
manner
Inform
Consult
Provide
information
about activities
and rights in
ways that are
understandable
to the public
Naming,
blaming,
shaming
based on
information
accessed.
More open flows of
information: some
listening and some
information giving
Giving information in
a responsive mode;
still limited choice in
type and amount of
information to give
or receive
Involve
Collaborate
Elicit
information
from and
participation by
community
Identify and work
together on areas
of mutual interest
and
complementary
capacity
Share
perspectives and
priorities. Provide
information about
what is needed
(claims to
rights?)
Shared-understanding
Goal:
Legitimacy
Identify ways to work
with company in ways
that bring local
knowledge,
perspective and skills
to bear on issues,
plans and actions
Beginnings of constructive
joint action
Attempts by one party to communicate with
another; mostly one-way communication;
partially effective
Trust
Power-sharing
Empower
Control and
responsibility to take
decisions and act
jointly to change the
context for mutual
benefit
Control and
responsibility to
take decisions and
act jointly to
change the context
for mutual benefit
Co-planning, co-monitoring
and
multi-directional accountability
Participatory planning and monitoring –
tools and mechanisms
Participatory Planning
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Community Forums
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Good Neighbor Agreements
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Community Suggestion Boxes
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Participatory Budgeting
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Citizen Report Cards
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Community Scorecards
Activities integral to using these tools:
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Monitoring and Measurement
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Training and capacity building
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Access to information
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Business-Community Synergies
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Participatory planning and monitoring approaches
at different stages of the project cycle
Stages of the Project
Cycle and sample tools
What is happening
within companies?
Company
perspective
How do communities
see it?
Community perspective
A Co-planning and
Monitoring
Approach
Exploration/project
concept
• information meetings
• Very small footprint;
• Small chance of moving to
next stage;
• Hardly noticeable;
• Some use local labor,
supplies;
• Tools for engagement are
limited by likelihood of
project development
Feasibility studies and
project planning
• community forums
• New personnel, not same
as those in exploration
• Heightened awareness
that a big project may take
place
• Relationship building.
Confirmation of rules of
relationship.
Construction
• community Scorecard
• Opportunity for local jobs
• Influx of people:
• Processes in place for
complaints management
Operations
• pariticipatory budgeting
• Limited employment
opportunities for locals
• Few permanent jobs with
company
• Relationship building.
Confirmation of rules of
relationship.
Expansion
• participatory evaluation
• Environmental and social
impact studies and plans
• Questions and
expectations of benefit
• Confirmation of rules of
relationship.
Downsizing, closure,
divestment
• citizen report cards
• Local partners are very
important in planning
closure
• Environmental
reconstitution in some
places, or destruction.
• Include local government
and communities in
planning process.
Post-closure Legacy
• Legacy has a strong impact
on company reputation
• Sustainable infrastructure
• Participatory engagement
contractors, migrants;
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Local Conflict Management Toolkit
• Conflict analysis tools
to diagnose and understand existing/potential conflict
(awareness, stakeholder & conflict mapping, conflict sensitive
business practices…)
• Community development implementation tools
that take conflict into account (Do No Harm, Participatory Needs
& Opportunities Assessment, Community Environmental
Monitoring…)
• Dispute resolution tools
to mediate and resolve conflict as it arises (Grievance
Mechanisms, Alternative Dispute Resolution)
• Guidance offered per EI Project Cycle Stage
Environmental Resources Management
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Conflict Flashpoints in Community Development
Flashpoint
Issue of Concern
Recommendation
Selection of Target
Communities
Perception that selected
groups are being favored –
e.g. for ethnic reasons –
rather than development
needs or because of direct
effects of project
Develop selection criteria for target
communities that are clear, robust
and transparent. If you get it wrong
the first time, do not be concerned
about expanding or reorienting the
program if necessary (see BTC and
Ahafo case studies)
Prioritization of
Community Needs
Certain leaders may try to
sway discussions in their
favor to the disadvantages
of other groups within the
community
Base community development
programs on transparently
conducted participatory needs
assessment (see Tool: Participatory
Needs and Opportunity Assessment
(PNOA)) which includes all
community groups including the
vulnerable and marginalized.
Flashpoints in Community Development Design
Other Flashpoints: Representation on CD program committees or community-based organizations
(CBOs),Collection of Community Contributions and Local Government Engagement.
Flashpoint in Porject Management: Management of Project Resources, Program Results and Outcomes.
Flashpoints linked with Closure or Change: Exit of Donors, Program Exit, Untimely management or
mismanagement of response to grievances, Unmanaged Expectations, Change in Management team or
community relations manager.
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Managing Conflict during Extractive Industries
Project Cycle Stages
Stages of the
Project Cycle
Normal
questions/concerns
within companies
Normal
questions/concerns
within communities
Types of Community
Development
activities to consider
Suggested Tools
Exploration/project
concept
• What do we say to the
communities when they
ask us what they will
receive from this project?
• Will they build roads
and hospitals?
• Consult communities
to determine who is
directly affected by
exploration and what
community
development needs
they have, using
participatory techniques
and ensuring you don’t
raise expectations or
just extract a laundry
list of needs.
• Project tools
companies
normally use:
• Risk
Assessment
• Screening
Construction
• How can we stick to our
tight timeline and avoid
any disruption by local
communities?
• There is an influx of
people: contractors,
migrants in the area.
These strangers don’t
understand our local
culture and customs.
• Continue to undertake
investments to show
tangible contributions
and build trust. For oil
and gas, construction
phase is often the
highest profile and most
intrusive and full
ramped up community
investment program is
advisable.
• Project tools
companies
normally use:
• ESHIA
Management
Plan
implementation
• Implement
Grievance
Mechanism
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Map of Conflict Causes and Intervention Possibilities
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Five Take-aways For Practitioners
1. Community development always has the potential to cause conflict so
ensure that, at a minimum, your design is conflict-aware.
2. Engage your stakeholders. Involve them in participatory processes
which build trust in both the design and implementation of your projects.
3. Implementing just any community development is not always good for
communities or for your company. Effective community development is
conflict-aware, participatory, based on a systematic identification of
needs and opportunities and strategic to the business.
4. If you are operating in a conflict environment, you can make a positive
contribution to peace-building using indirect approaches through
community development, making your business environment more
stable.
5. Deal with company-induced conflict as quickly and transparently as
possible to avoid escalation. Community development is no substitute for
understanding and resolving grievances head-on.
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Conflict Analysis Tools
1. Raising Awareness of Conflict Causes & Intervention Strategies
2. Conflict Mapping - Channel Research
3. Conflict Sensitive Business Practice: Guidance for Extractive
Industries
4. Stakeholder Mapping
5. Actor Mapping
6. Based on the Do No Harm Framework
7. Identifying Community Investment Priorities Using Environmental,
Social And Health Impact Assessment (Eshia)
8. Participatory Needs and Opportunity Assessment (Pnoa)
9. Community Environmental Monitoring Committee
10. Grievance Mechanisms
11. Alternative Dispute Resolution
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Case Study examples
1. BTC/SCP Pipelines – Community Investment Program
(CIP), Republic of Georgia
2. Marlin Mine, Guatemala
3. Occidental & Ecopetrol, Colombia
4. Niger Delta, Nigeria
5. Oundjo Tribe, Koniambo Nickel Sas, New Caledonia
6. Ahafo Gold Mine Development – Ghana
7. Artisanal and Small-scale Mining, Democratic
Republic of Congo
8. Michigan Mining and Multi-stakeholder Dialogue
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Indicators of Community Investment
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Evaluate six common dimensions:
Education, Health, Infrastructure, Livelihoods,
Stakeholder Engagement, Capacity Building
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Go beyond inputs and outputs:
Quantitative & qualitative indicators to track
Inputs, Outputs, Outcomes, Local Development
Impacts, and Company’s Return on Investment
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Solicit diverse local participation
in designing community investment programs,
setting criteria for success and tracking progress
IFC Environment & Social Dept.
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Indicators for Community Investment...Education ex:
Qualitative
Examples of Participatory Focus Groups
(Women’s Group, Youth Group, Traditional Auth/Local Government)
Quantitative
Inputs
Outputs
Outcomes
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Money spent (and value of
in-kind contributions)
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Stakeholder perceptions of their engagement in design process
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Number of schools built
Number of teachers hired
Volume of supplies
acquired
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Stakeholder perceptions of quality of schools and teachers
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% change in access to
education rates
% change in grade
completion rates
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Community perception of quality and usefulness of education
a. Does the school provide skills children need to work locally, ie, agriculture?
b. Does the school prepare youth to compete for scholarships to enter the next level?
c. Has the company school freed up gov’t resources for other needed projects?
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Quantity of links to
employment or higher
education
a. change in number of
students who went
on to better jobs or
higher education
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Quality of links to employment or higher education
• Stakeholder perceptions of their voice/ engagement in implementation and monitoring
• How many young people have secured local jobs vs. how many have decided to move away?
• How many graduates were hired by the company and made higher income?
• Did the program change community perceptions of local gov’t positively or negatively?
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Changes in operating
environment/productivity
affected by relations with
community stakeholder
groups impacted by school
Number of youth hired
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Changes in local stakeholder perceptions about the company
Changes in company workforce perceptions of local community
Changes in quantity and quality of opportunities to discuss local priorities with company reps
Changes in feelings of hostility toward the company
Changes in vandalism rates of company property
Quality of relations between the company and local government or traditional authorities
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Development
Impacts
Company
Return on
Investmnt
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a. Does the new school meet local cultural concerns? Is the school located in a safe place for children
(especially girls) to walk to and from?
b. Are students treated fairly regardless of family status?
c. Is the curriculum culturally appropriate? Consistent w/ state-funded schools?
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Information Clearinghouse
www.CommDev.org
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Information Clearinghouse (cont’d)
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A resource for global good practices, tools,
training programs and methodologies for
supporting community development in
mineral extractive environments
Over 1,500 selective resources available
Resource Center organized into
20 key topic areas
Set of tool kits to guide users
implementing community
development projects
Case studies, TORs, current news and
events, glossary, external links and
more…
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