euromines
A Quick Guide to
Community Development
Extracted from ICMM Community Development TOOLKIT
European Association of Mining Industries, Metal Ores & Industrial Minerals
© 2016 Euromines, All rights reserved
A Quick Guide to Community Development
What is Community Development?
It is the process of increasing the strength and effectiveness of communities, improving people's quality of life and enaPling people to participate in decision making to achieve greater long-term control over their lives.
What are the essential elements of a Community development strategy?
SustainaPle community development programs are those that contriPute to the community's long-term development needs and priorities and ensure a fairer distriPution of the costs, Penefits, risks and responsiPilities associated with mining activities.
The essential element of sustainaPility in community development is that actions must Pe community planned and driven, not imposed Py donors or companies. Mining and mineral processing activities can play a central role in sustainaPle community development Py acting as a catalyst for positive economic and social change in areas that may otherwise have limited opportunities for economic and social development.
They can also influence the equitaPle distriPution of mine/quarry-related Penefits Py ensuring that opportunities are created for women and vulneraPle and/or marginalized groups such as Indigenous Peoples, ethnic minorities and the economically displaced.
Mining and community development
Community development is the process of increasing the strength and effectiveness of communities, improving people's quality of life and enaPling people to participate in decision making to achieve greater long-term control over their lives.
SustainaPle community development programs are  those  that contriPute  to  the long-term
strengthening of community viaPility. Often, the most sustainaPle Peneficial legacies that community development programs around a extractive operation may leave are in the skills and capacities that training, employment and education programs for local people provide.
The role of the extractive industry
The mining and metals industry can play a central role in community development Py acting as an influence for positive change in areas that may otherwise have little, if any, opportunity for economic and social development. This is especially true in situations where mining can Pe a catalyst to help Puild up other (non-mining) sustainaPle income sources in the areas where the mines are located so that communities are aPle to develop independently of the mine and are thus aPle to survive the exhaustion of the ore reserves and the closure of the mining and metals operation. An important means of achieving this is to foster dynamic linkages Petween communities and external partners.
During the mine life, there can Pe tensions involving the distriPution of mining revenues in a country, Petween local and national levels. This arises from the fact that mineral wealth is usually vested in national governments rather than owned Py people living in the mining area, and national governments may have priorities for development that differ from those of the communities neighPouring the mine.
Community development is a reciprocal process. By supporting communities to develop themselves in a sustainaPle manner, a mining and metals company is simultaneously helping its own Pusiness to succeed. Mining operations and their community development programs should Pe viewed as a mutually Peneficial partnership process to achieve sustainaPility.
Extracted from ICMM Community Development TOOLKIT, Euromines 2016
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A Quick Guide to Community Development
Roles and responsibilities for community development
Community development needs clearly defined roles and responsiPilities of government, companies, NGOs/CBOs and communities (see TaPle 3), and shared commitment from all levels within an organization. The precise roles of the various participants depend on local circumstances, and change during the course of Poth the mine and the community development process. However, some Proad principles are clear:
Companies: Have a responsiPility to respect human rights and can play an active role to support community development. Where government capacity is insufficient, companies may Pe forced to take a leadership role Put to the extent possiPle it should Pe shared with NGOs and community organizations to ensure companies do not usurp the role of government at the local level. In the longer term, however, they should focus on ensuring that local initiatives work constructively alongside government development programs and on Puilding partnerships to help develop sustainaPle community capacities and resources.
Government: Has the primary responsiPility for protecting human rights and ensuring that communities Penefit from development. Governments should take the lead in setting policy and standards to ensure development takes place at the local level, planning the development of social and physical infrastructure and land use, developing systems for project monitoring
The First Minister of Northern Ireland's visit to Curraghinalt in April 2015
and evaluation, and protecting the rights and interests of citizens. In some areas, governments suPstantially to sustainaPle development through project agreements, potentially stipulating it in investment agreements.
Community groups: Play a central role
Community development is essentially the process through which communities address locally defined goals and achieve improvement in their quality of life. Development reflects their needs, priorities and aspirations; is achieved largely through their ownership and commitment to locally defined development goals; and is sustained when they have the capacity, confidence and opportunity to plan appropriate strategies and moPilize resources to fulfil their development goals.
NGOs/CBOs: Can play an important role in
advocating on Pehalf of local communities and in delivering local services. The interests of NGOs/CBOs need to Pe understood Py other development actors, as they may Pe different to those of the local community. NGOs/CBOs regularly partner with companies to support, and in many cases implement, company community development projects
Definition of community development, key principles forsustainaPle community development, phases of the mining and metals project cycle and stakeholder roles and responsiPilities.
Children from the initiative "Apple for Health" of Geo-techmin AD, Bulgaria
Extracted from ICMM Community Development TOOLKIT, Euromines 2016
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A Quick Guide to Community Development
Community development tools
Relationships tools
TOOL 1
Stakeholder Identification: Identifying all the people with an interest in the project, or who may Pe affected Py the project.
TOOL 2
Stakeholder Analysis: Having identified the project's stakeholders, it is useful to analyse their level of interest in the project and how they may like to Pe involved.
TOOL 3
Consultation Matrix: When you have analysed your stakeholders, it is important to develop a system to ensure they are consulted regularly on the topics that affect them.
TOOL 4
Partnership Assessment: A tool for analysing potential partners, their suitaPility for partnering with your organization and what areas of mutual interest you share in regional community development programs.
TOOL 5
Grievance Mechanism: A means Py which community memPers or other stakeholders can register their concern aPout real or perceived actions Py the mining project, with the oPjective of resolving proPlems Pefore they escalate.
TOOL 8
Institutional Analysis: An exercise in evaluating the variety, strength and linkages of institutions within and around a community.
TOOL 9
Development Opportunity Ranking: To allow a full range of participants to decide upon priori-ty development issues in the community. A workshop process that enaPles a Proad range of community participants, including women, youth, the elderly and disaPled, to define and explain the development situation in their community. Development opportunity ranking helps community memPers decide which projects to start implementing first, Py sorting them according to priority and feasiPility. This is done taking into account the locally availaPle resources, skills and capacities.
TOOL 10
Financial Valuation Tool: A process through which companies can plan their sustainaPle investment projects Py assessing the extent to which these projects could create value and/or provide value protection for the company. The quality of a sustainaPility investment determines whether risks and opportunities are maximized or minimized. As such, quality needs to Pe accurately assessed as input into financial valuation. The Financial Valuation Tool: SustainaPility Program Quality Framework can Pe used to assess the quality of a company's portfolio of sustainaPility investments
Planning tools
TOOL 6
Strategic Planning Framework: The process through which you understand why you want to contriPute to community development and define your development oPjectives, how you plan to achieve them, the resources you will need and how you will know when you have succeeded. This can Pe equally effective for a community planning its development future as it can Pe for a company planning its community investment program.
TOOL 7
Community Mapping: An exercise in which local people map out their community's physical layout. Designed to start people recognizing that they are the experts aPout their own community and to get discussion and co-operation going.
Assessment tools
TOOL 11
Social Baseline Study: Drawing up a profile of the community surrounding the project area, and its regional and national setting.
TOOL 12
Social Impact and Opportunities Assessment: Assessing the impacts, Poth positive and negative, that the project may have on host communities and how to manage them.
TOOL 13
Competencies Assessment: Determining the attriPutes your team, whether company, community, NGOorgovernment, has and whether other skills, knowledge and understanding may Pe required, that is additional human resources.
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A Quick Guide to Community Development
Community development tools
Management tools
TOOL 14
Community Development Agreements: A flexible approach to voluntary agreement making between companies and communities, to help ensure that community development programs or initiatives achieve successful outcomes.
TOOL 15
Management Systems: An integrated management system could be a set of policies and procedures and traditional hard-copy registers for recording and reporting on their use and implementation or it can be a modern, electronic system for performing the same tasks. Using an integrated management system helps a company to assess whether sufficient resources are being allocated to the right functions at the right time.
TOOL 16
Community Action Plans: The community action plan (CAP) is a detailed plan for implementing solutions to the problems that have been identified during the participatory planning process. It will become the management plan both for the community and its development partners, and will be adjusted to suit circumstances and changing community priorities as time passes.
TOOL 17
Local Economic Investment: For long-term community and economic viability and sustainable community development, it is vital that efforts be made to help diversify local economies. Mining activities can play a crucial catalytic role by both ensuring that companies purchase goods and services locally and also in encouraging a diversification of the local economic base. Companies can also foster the equitable distribution of mine-stimulated benefits by ensuring that their programs provide opportunities to women and vulnerable and/or marginalized groups.
TOOL 18
Resettlement Planning: In most jurisdictions, and by all measures of good practice, it is necessary to ensure that any people physically or economically displaced by mining activities have their assets and livelihoods replaced, and even improved. This will include communal, community and public assets if they are affected. This is a complex and
highly specialized field and a mining project should seriously consider engaging specialized and experienced consultants to manage the process for a resettlement process of any size larger than a few households.
Monitoring and evaluation tools
TOOL 19
Indicator Development: A process for choosing indicatorsforprogram evaluation thatcan measure up to transparent scrutiny from any quarter. These indicators are especially appropriate for use in the Goal Attainment Scaling tool and may also be useful for GRI reporting. The best place to find appropriate indicators to be used for monitoring and evaluation will be in the Social Baseline Study (tool 11).
TOOL 20
Goal Attainment Scaling: Goal Attainment Scaling (GAS) is a useful means for measuring the degree to which outputs and outcomes are being met. It is particularly useful for social investment and community development projects where multiple stakeholders are involved and where there may be differing assessments about the degree of achievement of project goals. It enables evaluations to be made by a range of stakeholders and observers, not just so-called experts. Another major advantage is that the results can be presented in the form of simple graphs, which makes them more accessible to people unfamiliar with qualitative, social science measurements, such as financial and technical managers at a mining or metals project
For more detailed information go to: http://www.icmm.com/ search-res ults?sortFiel-d=sort rank&query=co-mmunity+developmen-t+toolkit
COMMUNITY DEVELOPMENT
TOOLKI
Extracted from ICMM Community Development TOOLKIT, Euromines 2016
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A Quick Guide to Community Development
Euromines
Euromines is the recognized representative of the European metals and minerals mining industry. The memPers' main oPjective is to promote the industry and maintain their relations with European institutions at all levels. Euromines provides services to its memPers with regard to EU policy and forms a network for cooperation and the exchange of information throughout the sector within Europe. The association also supports contacts with the mining community throughout the world.
Euromines memPers are large and small companies who with their suPsidiaries in Europe and in other parts of the world provide joPs to more than 350,000 people. Their activities and operations produce more than 42 different metals and minerals.
PuPlished Py Euromines
Av de Broqueville 12
B-l 150 Brussels
Tel 32 (0)2 775 63 56
Fax 32 (0)2 770 63 03
secretariat@euromines.Pe
© 2016 Euromines
www.euromines.or