practice note committing to community engagement · picture of the impact made. • nurture...

LEARNING EVENT INSIGHTS DEEPENING REIPPPPrsquoS COMMUNITY DEVELOPMENT IMPACT

In partnership with Supporters

PRACTICE NOTE

COMMITTING TO COMMITTING TO COMMUNITY ENGAGEMENTCOMMUNITY ENGAGEMENT

The REIPPPP framework allows for a high degree of flexibility in the way companies build and maintain relationships with host communities and beneficiaries On the plus side this allows for context-specific and fit-for-purpose community development What can be more challenging is that such work is iterative long term and ultimately about human relationships Companies communities and relevant government stakeholders have to go on a journey together where the dynamics mature and change with each interaction Unsurprisingly trust is key

Building and maintaining trusted relationships across diverse stakeholders demands careful and consistent work This nurturing is even more crucial in the contexts where most independent power producers (IPPs) involved in the REIPPPP find themselves which experience poverty inequality and historical as well as current societal trauma

and injustice Given these high stakes relationships between companies and communities can become strained as a result of relatively simple mistakes or oversights made in planning and implementing engagements For example the IPP company may have chosen a venue for a meeting that is difficult to reach or set it up at a time of day when childcare or transport in the community is not available or used English to communicate instead of the predominant local language Less obvious but equally important dynamics can shape these relationships for example if there is existing friction between traditional leadership and political leadership or competing forums

Community engagement practitioners therefore have their work cut out for them in this environment and need to work within a complex relationship landscape with keen awareness and understanding

THE CHALLENGE

This was the question that 150 diverse participants came together to explore at a dedicated Learning Event in early 2020 The event was funded by USAID in partnership with the IPP Office and supported by the industry associations SAWEA and SAPVIA and was hosted at the IDC in Johannesburg This practice note is one of six compiled by a group dedicated to recording the dayrsquos rich discussions and captures insights related to the specific important theme of community engagement

What can and must be learned to improve community development in the REIPPPP the largest renewable energy programme ever undertaken in South Africa

NEW INSIGHTS

Insights that disrupt and liberate our thinking

bull One entity is lsquoleadingrsquo theengagement There are in realityconstant shifts in power Our engagementsneed to reflect a collaborative mindset thatnavigates and mediates these dynamics inan ethical and responsible manner

bull We are bringing the solutionsIt must be understood and respectedthat there are existing ecosystems thatalready work within host communitiesPaternalistic or patronising practices aretherefore not appropriate and IPPs arenot here to lsquorescuersquo anybody Often thereis no need for a lsquonewrsquo idea per se andsome projects can cluster communityassets or add value to governmentinterventions strengthening the existingsystem The best way to identify theseopportunities is for communities to sharetheir perspectives not to have othersrsquoperspectives imposed upon them

bull Leaning on people we find iteasier to work with If we limitourselves to working with particularindividuals or groups we limit ourunderstanding of the wider opportunitiesfor impact IPPs need to engage withall types of stakeholders This involveshaving the resilience not to take thingspersonally even if something goes wrongand rather to understand that communityengagement is a human interactiveprocess demanding far more than acompliance mindset

bull The power of a consistent transparent andhonest communication process This buildstrust with a community is vital in minimising conflictand is also the best way to limit unrealistic expectationsbefore projects are implemented Furthermore it helpsto sustain buy-in even when things inevitably donrsquot goaccording to plan at some stage or another Openness incommunication encourages openness to adjustments

bull A clearly articulated shared vision of whatdifferent actors want to achieve This typeof shared and collaborative engagement empowerscommunity leadership improving the relationshipsignificantly Importantly it also fosters accountabilityamong all actors when they know what is envisaged bywhom for whom and for what higher aim

bull We have a rich and varied body of groundedexperience Over the last nine years of the REIPPPPwe have accumulated a vast library of experiences ofsuccesses and failures that can serve as a rich sourcefor learning and exchange

bull Community development is a professionalpractice It is a discipline that is informed bya particular understanding of community anddevelopment and it demands particular skills andpassion This means that it cannot be lsquojust anybodyrsquo incharge of this work and resources must be put intobuilding the necessary capacity both at company leveland in giving support to communities CommunityDevelopment Practice demands that the fundamentalsof participatory development are done well so toavoid causing damage IPPs must be open to seekingsupport to develop this capacity and to make anynecessary changes

Ideas we need to let go

RECOMMENDATIONS

Actions for national impact

bull Avoid lsquodouble-dippingrsquo What with agovernment presence several IPPs and othercommunity development interventions allworking in the same region we need to ensurethat interventions compliment and support oneanother without replacing or duplicating effortsOpen communication shared forums and co-created research can help to streamline thesemulti-lateral undertakings

bull A commitment from all within theecosystem Having a shared commitmentensures sustainable development efforts thatbenefit communities and contribute to societalchange Part of this commitment involves aconstant questioning about how to optimisebenefits for communities over time

bull Step back re-group and re-strategisewith community leadership Even whengood engagement and development is takingplace we need to make the time to reflect onour collaboration process with stakeholdersboth to celebrate successes and to ensurelearning and improvement

bull Empower community membersCommunity members are not passive recipientsand can in fact become powerful agents ofchange once they learn what the processes andprocedures are as well as why and how theycan benefit

bull Report on quality not just quantityThe sort of impact achieved through communityengagement is qualitative and must bedescribed not simply counted For exampleon the matter of job creation the number ofjobs can better be understood in light of suchquestions as Is the employment short term orlong term Is it dignified This will give a clearerpicture of the impact made

bull Nurture developmental practices inthe company Prioritising how communitydevelopment is understood throughout thecompany is vital The board and other keydecision-makers must grasp that the sociallicence it brings is well worth any investment incommunity engagement skills development

Actions for local orcommunity impact

bull [International ndash Planning Toolkit]The State of Queensland Departmentof State Development ManufacturingInfrastructure and Planning 2017Community engagement toolkit for planningAvailable online httpsplanningdilgpqldgovau

bull [International ndash Planning Toolkit]Community Places 2014 CommunityPlanning Toolkit CommunityEngagement Available online wwwcommunityplanningtoolkitorg

bull [International ndash Workbook and Toolbox]Department of Sustainability andEnvironment and Department of Primary

Industries Effective Community Engagement Workbook Version 2 Available online httpsaesepsueduresearchcenterscecdengagement-toolboxplanningworksheetsCommEngageWorkbookpdf

bull [International ndash Discussion Paper]International Finance Corporation 2019A Guide to Community Engagement forPublic-Private Partnerships IFC WorldBank Draft Discussion Paper Availableonline httpspppworldbankorgpublic-private-partnershipsitespppworldbankorgfiles2019-10A20Guide20to20Community20Engagement20for20Public-Private20Partnerships20-20Draft20Discussion20June202019pdf

For further information please contact

Holle Linnea Wlokas | Email hollewlokassynergy-globalnet

wwwsynergy-globalnet

FURTHER READING

This Practice Note was supported by the Tendering Sustainable Energy Transitions

(Tentrans) research project team at the Centre for Complex Systems in Transition

(www0sunaczacst) at Stellenbosch University

The REIPPPP framework allows for a high degree of flexibility in the way companies build and maintain relationships with host communities and beneficiaries On the plus side this allows for context-specific and fit-for-purpose community development What can be more challenging is that such work is iterative long term and ultimately about human relationships Companies communities and relevant government stakeholders have to go on a journey together where the dynamics mature and change with each interaction Unsurprisingly trust is key

Building and maintaining trusted relationships across diverse stakeholders demands careful and consistent work This nurturing is even more crucial in the contexts where most independent power producers (IPPs) involved in the REIPPPP find themselves which experience poverty inequality and historical as well as current societal trauma

and injustice Given these high stakes relationships between companies and communities can become strained as a result of relatively simple mistakes or oversights made in planning and implementing engagements For example the IPP company may have chosen a venue for a meeting that is difficult to reach or set it up at a time of day when childcare or transport in the community is not available or used English to communicate instead of the predominant local language Less obvious but equally important dynamics can shape these relationships for example if there is existing friction between traditional leadership and political leadership or competing forums

Community engagement practitioners therefore have their work cut out for them in this environment and need to work within a complex relationship landscape with keen awareness and understanding

THE CHALLENGE

This was the question that 150 diverse participants came together to explore at a dedicated Learning Event in early 2020 The event was funded by USAID in partnership with the IPP Office and supported by the industry associations SAWEA and SAPVIA and was hosted at the IDC in Johannesburg This practice note is one of six compiled by a group dedicated to recording the dayrsquos rich discussions and captures insights related to the specific important theme of community engagement

What can and must be learned to improve community development in the REIPPPP the largest renewable energy programme ever undertaken in South Africa

NEW INSIGHTS










RECOMMENDATIONS

















FURTHER READING




NEW INSIGHTS










RECOMMENDATIONS

















FURTHER READING




RECOMMENDATIONS

















FURTHER READING




practice note committing to community engagement · picture of the impact made. • nurture...

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