Community liaison officer team management toolkit Tool 6 CLO training pack Part (b): Training slides 1
Community Liaison Training Course 1.5 day timetable DAY ONE MODULE • Introduction • Icebreaker 09.00 Introduction to community liaison • Module 1 Stakeholder engagement and • Module 2 11.30 consultation • Module 3 14.00 Tools for engagement • Module four introduction 15.30 Managing difficult conversations • Day one recap DAY TWO MODULE • Introduction to day two and recap 08.30 Managing difficult conversations • Module 4 exercise • Module 5 10.00 Meaningful reporting • Module 6 11.30 Standards and scrutiny • Course recap 2 2
Module 1 Introduction to community liaison Speaker notes for trainers This is the first of six modules which form the core of the course Every module will involve a small number of slides and an interactive component 3
Module objectives In this module you will learn: • That community liaison is a professional role, requiring high standards of personal integrity and the ability to deal with challenging situations. • The ways in which the role is influenced by: − The project or asset you work for − Your company − The community − Your own qualities and skills. • The importance of mutual respect and teamwork, including the need for open and timely communication with colleagues and community members. 4 This is a relatively gentle introduction It will allow us to discuss the role of the CLO and the influences on it It introduces several concepts that we will explore in more detail later in the course 4
Understanding community liaison How would you describe your role? • A window? • A bridge? Allowing companies to see out Facilitating two-way exchanges into the community, and the between companies and community to see in? communities? 5 The most common analogy describing the CLO role is that of a bridge. But in some cases a ‘window’ may be more appropriate. How do you see your role? How do the communities see your role? 5
The role is influenced by four principal drivers These drivers are: The project or asset Society • Stage in life cycle • Local customs, norms and practices • Contractor track record • Legislative/regulatory environment • Likely employment/de-manning • National and local politics • Impact on land, wider environment • International economic and political and social fabric trends • Financing You • Skills and experience Your company • Corporate strategy, culture, leadership • Specialized knowledge and and priorities qualifications • Policies, brand/reputation, track- • Personal qualities record • Relationships, internal and external • Shareholder interests 6 While there is a set of tasks which forms the core of a CLO role, the role is in fact shaped by the objectives of the project or asset; the strategy and culture of their company; the nature of the communities with whom they interact; and the skills and qualities they bring themselves. For example, a CLO working in a conflict-prone, remote region on a major pipeline construction project, has a very different role than, say, a CLO working for a long- established asset close to an urban environment in a mature legal and regulatory environment. However, there are a core set of skills. These are: providing community insights; community stakeholder mapping; sharing information; community engagement; community consultation; community grievance management; crisis response management; reporting and documentation; implementing standards and managing scrutiny. 6
Societal influences A dynamic and complex environment • You are the interface between company and community; your role is determined by both societal and corporate context. • Understanding and valuing both is vital to building understanding between company and community. • Communities are shaped by diverse – sometimes competing – historical, cultural and socio-economic factors. • A project can bring concerns and changes that people experience in different ways. • International influences play into all of this. 7 The influences on the role of the CLO are complex. The environment in which you work is not static and the project, corporate and societal context will change – sometimes rapidly. Sometimes this will be deeply rewarding – but it may also be uncomfortable. Your relationships with each other, and your colleagues in the rest of the project will be key in your ability to manage these challenges. 7
International influences shape standards Which increasingly address needs of local stakeholders There is a lot of guidance, e.g.: However … • Corporate responsibility − OECD Guidelines “40 per cent of your community • International finance engagement can be shaped by − World Bank/IFC guidance generic guidelines and • Certification standards, but 60 per cent of it − ISO 14001 needs to be tailored to the local − Global Reporting Initiative context.” − Indigenous rights − ILO 169, 1989; UNDRIP − Human rights Industry respondent − VPSHR (International Institute for Environment − UN Guiding Principles and Development, 2016) 8 The range of guidance, best practice and standards can be intimidating, and you are not expected to know all of them although you are expected to be familiar with them and know which areas of community-related activity they report to. They can also be useful tools to help you navigate difficult issues or to understand what various stakeholders expect from you. We will spend more time on standards in Module 6. Acronyms: OECD = Organisation for Cooperation and Development IFC = International Finance Corporation ISO = International Organization for Standardization UNDRIP = United Nations Declaration on the Rights of Indigenous Peoples VPSHR = Voluntary Principles on Security and Human Rights 8
What is ‘the community’? Who or what defines a community? • Definitions of ‘the community’ – may be geographical, maybe not – can be as broad as ANY impacted individuals. • There may be distinct groups within a ‘community’. • There may be competing interests between communities or within communities. • ‘Communities’ are often defined by their leaders – but how much do they represent the interests of all? • ‘Outsiders’ may have an influence on and interest in the community. 9 ‘Community’ can be defined in many ways. Often its geographical but it may include ANY impacted individual (often self-defined) – and in an increasingly online world it may also be ‘virtual’. A community is made up of individuals and smaller social groups. Sometimes they will compete. In some communities there may be particularly groups which are especially vulnerable or sensitive to project impacts, but who may lack an obvious ‘voice’. Leaders often define their communities, but they may not be speaking for everyone in the community. Just because you talk to the ‘leaders’ it does not mean you are reaching all members. Communities do not exist in isolation. AN EXERCISE FOLLOWS THIS SLIDE 9
EXERCISE: PART ONE In groups, draw a ‘map’ or diagram of the community/communities for which you are responsible. Think about: • How people identify themselves: professions, age, gender, language, geography, culture. • The relationships between groups. • Sources of leadership. • International stakeholders. Include vulnerable groups and people inside the company that may interact with the community. 10 10
Your contribution to the role Skills are important, and so are personal qualities Respect of the community 78% Top skills identified in a Knowledge of the local culture 72% global online survey of Honesty 70% CLOs as key to the role: Negotiation skills 70% Verbal communication skills 58% • Respect of the Patience 52% community Analytical skills 49% • Honesty Empathy 45% Knowledge of relevant legislation and regulations 43% • Negotiation skills Knowledge of the company's systems and processes 42% • Knowledge of local Knowledge of the industry 36% culture Local language skills 33% • Verbal communication Written communication skills 18% A sense of humour 17% skills English language skills 11% Other 5% 0% 10% 20% 30% 40% 50% 60% 70% 80% A global survey of 122 CLOs, undertaken for IPIECA by Audire Consultants and ECW Energy Percentage of respondents 11 We have looked at some of the project, corporate and societal influences on your role. Now we want to look at what you bring. In a survey, CLOs were asked about the qualities they thought were most important in a CLO and these are the results. When managers were asked the same question, there was broad agreement but managers tended to emphasize reporting skills rather more than CLOs did. 11
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