53607 Environment Notes Strategic Environmental Assessment INFRASTRUCTURE Number -- 04 Mining Sector Strategic Environ- mental and Social Assessment (SESA) 1 Fernando Loayza and Juan Albarracin-Jordan March 2010 Overview This note provides guidance to policy makers, World Bank task managers and mining, environmental, and social specialists for undertaking strategic environmen- tal and social assessment (SESA) to support mining sector reform.1 If well-implemented, SESA can be the catalyst of the following outcomes: 1. Increased attention to environmental and social priorities associated with mining development 2. Strengthened environmental constituencies 3. Improved social accountability by making the min- ing policy process more transparent 4. Enhanced sector capacity for managing environ- mental and sociopolitical risks associated with mining sector development. Ultimately, these outcomes will lead to a more sus- Authors tainable development process driven by mining sector Fernando Loayza (Senior Environmental Economist, ENV) and Juan Albarra- cin-Jordan (Consultant). growth. SESA is thus a process of sector institutional and governance strengthening that materializes along Reviewers with the implementation of mining reform. This note was peer reviewed by Jane Nishida (Senior Environmental Institu- tions Specialist, SASDI) and Adriana Eftimie (Mining Specialist, COCPO). SESA engages multiple stakeholders in a dialogue to The authors are also grateful to Kulsum Ahmed, Lead Environmental Spe- inform and influence policy making. The process takes cialist for her comments. place in three steps (see Figure, next page). Step 1 is the identification of environmental and social priorities, fa- Strategic Environmental Assessment INFRASTRUCTURE cilitated by situational and stakeholder analyses. Step 2 calls Number -- 04 for an assessment of the institutional and capacity gaps, as well as political economy constraints, to address the priorities Box 1. Strategic effectively. Finally, Step 3 consists of recommendations for Environmental policy, institutional, legal, and regulatory adjustments re- quired for mining sector reform to promote environmentally Assessment (SEA) at the and socially sustainable mining growth. Policy Level 2 Introduction A global synthesis of SEA experience in develop- ment cooperation--entitled Applying Strategic Environmental Assessment: Good Practice Guidance While mineral wealth can contribute to economic, social, for Development Cooperation--was produced by and technological development, environmental and so- the SEA task team of the OECD Development Assis- cial impacts associated with mining activities have raised tance Committee. The guidance points out that SEA numerous concerns about growth driven by mineral sec- constitutes a "range of analytical and participatory tor development. Further, poor regulatory enforcement approaches that aim to integrate environmental con- siderations into policies, plans, and programs (PPPs) and weak sector governance, coupled with inadequate and evaluate their inter-linkages with economic and macroeconomic policies, are widely acknowledged as social considerations." SEAs are flexible tools that are underlying causes of poor development outcomes in adapted to the particular decision-making context. At mineral-rich countries. SESA is a tool to enhance the the policy level, SEAs "require a particular focus on the environmental and social sustainability of mining sector political, institutional, and governance context under- reform. lying decision-making processes" to assess the com- plex interactions between social, environmental, and SESA is a type of strategic environmental assessment political factors involved in policy reform. (SEA) at the policy level (Box 1) where social assessment Source: OECD DAC 2006. is given an equal footing with environmental assessment. It acknowledges that sound environmental and social and natural resources efficiently. During preparation of management is critical for the success of mining sector mining sector reform, SESA focuses attention on a vari- reform, and that markets fail to allocate environmental ety of key issues, including (a) institutional issues, such Figure. SESA's components and processes Step 2 Outcomes Analytical Situation analysis Institutional, capacity and Raised attention work Stakeholder analysis political economy assessment to environmental and social priorities Step 1 Step 3 Environmental Recommended Strengthened and social adjustments and risk environmental priorities assessment constituencies Improved social accountability Public Multi-Stakeholder Dialogue participation Expanded ability to social learning Source: Authors' data. Strategic Environmental Assessment INFRASTRUCTURE Number -- 04 3 as weak capacity to enforce environmental regulations; SESA of the Mining Sector (b) governance issues, such as inadequate compensation frameworks for environmental and social damage; and SESA combines analytical work with public participa- (c) political economy issues, such as unbalanced national tory processes to engage multiple stakeholders in a policy and local frameworks for benefits sharing. dialogue on environmental and social priority issues associated with mining sector reform. Participation of Over the last four years, considerable effort has been in- vulnerable segments of society--such as local communi- vested by the World Bank Environment Department to ties, women, and youth--whose voices may otherwise develop and refine SEA approaches at the policy level, not be heard during the design of mining sector reform, including SESA. A pilot program was set up. It sup- should be actively encouraged. The Figure shows how ported three SESA pilots in the mining sector: a rapid SESA articulates analytical work and multi-stakeholder SESA in Malawi as part of the Malawi Mineral Sector dialogue to (Step 1) identify environmental and social Review (World Bank 2009); a SESA of the mineral sec- priorities; (Step 2) assess institutional and capacity gaps, tor in Sierra Leone linked to the Sierra Leone Mining and political economy constraints in managing these Technical Assistance Project (World Bank 2008); and priorities; and (Step 3) recommend adjustments to ad- the West Africa Mineral Sector Strategic Assessment, dress these gaps, including a risk assessment of proposed or WAMSSA (World Bank 2010), which is informing changes. the preparation of the West Africa Mineral Governance Project. The note draws on existing practice and the les- SESA informs the preparation of mining sector reform sons learned from these pilots. following these three steps. This preparatory process con- Strategic Environmental Assessment INFRASTRUCTURE cludes with the completion of the SESA report, which disenfranchised segments of society. First, key environ- Number -- 04 includes specific recommendations for implementation mental and social issues in the mining sector, preferably as an integral part of the mining reform. In the following linked to economic development and poverty alleviation, sections, guidance is provided to undertake these SESA are identified. This step is based on a situational analysis steps. that can use in a variety of methods (for example, spatial analysis, case studies, or cost of degradation studies) and, Step 1: Identification of Environmental and mainly, secondary sources of information (for example, Social Priorities EIA reports or sector reports). Box 2 illustrates differ- 4 Objective: To set a process for stakeholders to select en- ent approaches used in the situational analysis of the vironmental and social priorities linked to mining sector Sierra Leone SESA, which was based on case studies reform. and EIA reports, and the regional SESA in West Africa (WAMSSA), which applied spatial analysis, a review of Process: Identifying environmental and social priorities infrastructure plans, and a fairly extensive identification is a cooperative process. It builds on expert judgment of existing and proposed mineral developments in the and the preferences of multiple stakeholders, including Mano River Union. Box 2. Tools used for the situational analysis of the mining sector The Sierra Leone Minerals Sector Mining in Sierra Leone consists of large-scale, small-scale, and artisanal mining. The SESA situational analysis included an overview of the socioeconomic and environmental situation of the country, which provided the general context of the mining sector. Then, the analysis focused on mining subsectors through case studies of large, small-scale, and artisanal operations that helped in identifying the key environmental and social issues. The list of key environmental and social issues informed the presentations and discussions held at regional workshops in the four regions of the country. The case- study approach used in the situational analysis showed that a distinct set of issues is linked to each subsector. The West Africa Mineral Sector Strategic Assessment The West Africa Mineral Governance Project (WAMGP) would assist countries in the Mano River Union (Guinea, Liberia, Sierra Leone, and Cote D'Ivoire) to use their large untapped mineral wealth for promoting sustainable development. To inform this initiative, a regional SESA, WAMSSA, was carried out between 2008 and 2010. A "mining-infrastructure cluster" approach was used by WAMSSA to assess "the common, overlapping environmental, social, economic, and sector gover- nance issues." The methodology used to identify the clusters followed these steps: 1. Construction of a base map (first layer), using information on geological provinces, operating mines, major mineral occurrences, and potential new mining projects. 2. Mapping of geopolitical, infrastructure, environmental, and community features (layer 2). 3. Identification of proposed road, rail, and electrical projects under investigation or implementation by the African Union and other multilateral agencies (layer 3). 4. Cross-examination of layers 1­3 helped identify potential clusters where new projects would create sustainable opportunities in the region. 5. Economic analysis focused on the differential costs of developing regional facilities versus taking a project-by-proj- ect-based infrastructure development approach. The scope and depth of this analysis was constrained by insufficient information available on planned projects. Source: World Bank 2008 and 2010. Strategic Environmental Assessment INFRASTRUCTURE Second, stakeholder analysis identifies the key social volved a combination of methodologies for the selection Number -- 04 actors in the sector who should be engaged in SESA of environmental and social priorities: and in the selection of SESA's priorities. The analysis ˇ Focus group meetings for government, industry, should include individuals, organizations, and vulner- and civil society took place in the capital cities of able segments of society affected by mining activities. Guinea, Liberia, and Sierra Leone. The historical, social, political, economic, and cultural ˇ Mining community surveys were performed in 10 factors that influence the web of relationships among communities representing the range of features that stakeholders need to be carefully examined. Stakeholder characterize communities affected by mining and analysis will deepen the understanding of power rela- infrastructure development. Between 22 and 25 5 tions, networks, and interests associated with the pro- respondents, representing a broad range of stake- posed mining reform. For example, stakeholder analysis holders, were selected in each community. in WAMSSA integrated a set of criteria--influence, interest, impact, power, resource, and legitimacy--to Afterward, WAMSSA's environmental and social pri- characterize stakeholders. orities were chosen in national workshops. Environmental and social key issues, identified in the Various well-known methods--such as workshops, fo- situational analysis, are then presented to the stakehold- cus groups, interviews, and polls--exist to engage stake- ers for the selection of SESA's priorities as a critical out- holders in policy dialogue. The most important aspect come of the policy dialogue. As shown in Box 3, in Sierra to consider is that dialogue is dependent on effective Leone the SESA team employed a ranking method to communication skills and a sound understanding of the define which environmental and social issues were most cultural environment in which it takes place. In select- important. Larger-scope SESAs, such as WAMSSA, in- ing methods of public participation, attention should be Box 3. Selection of Environmental and Social Priorities: Sierra Leone´s SESA Ranking Methodology A ranking methodology for selecting environmental and social priorities in the Sierra Leone mining sector SESA involved horizontal and vertical classification of the issues. Nominal scales and preferred responses were used to establish a cross- comparison of issues. This method aimed at removing some of the potential survey biases and ensured that equal weight was given to vulnerable groups in the ranking procedure. Horizontal ranking used five dimensions for each of the issues that were considered. These included (1) health, ecological and socioeconomic/cultural risk; (2) number of affected per- sons; (3) political will; (4) remediation cost; and (5) technological difficulties. Initially, stakeholders were asked to rank these dimensions in a low-medium-high scale. "Low" scored 3 points, "medium" 2, and "high" received 1 point. The lowest scores corresponded to the potential priorities. Alternatively, vertical ranking involved the selection of five issues from a list of between 22 and 25 (depending on the region) that stakeholders thought were the most significant. Each time an issue was included in a person´s top-five list, it received one point. Potential priority issues, then, were those that received the highest scores. A cross-analysis of horizontal and vertical ranking was done in order to identify the SESA priorities. Five cross-regional priorities were established: (1) land and crop compensation and village relocation; (2) sanitation and water pollution; (3) deforestation and soil degradation; (4) child labor; and (5) post-closure reclamation. Nonetheless, there were issues that pertained, specifically, to each region. These regional priorities included (a) mine employment and the provision of infrastructure (especially paved roads and electricity) (southern region); (b) community development and participation (southern and western regions); and (c) mitigation of blasting impacts (eastern region). Source: World Bank 2008. Strategic Environmental Assessment INFRASTRUCTURE paid to power relationships that could suppress the voice Step 2: Institutional, Capacity, and Political Number -- 04 of weak and vulnerable segments of society. Consultation Economy Assessment with local indigenous groups, for example, may require Objective: To assess the institutional and capacity gaps, the use of the local language and local traditional systems and political economy constraints to address environ- for building community consensus. The Las Bambas case, mental and social priorities. discussed in Box 4, illustrates good practice for culturally sensitive approaches relevant to SESAs. Process: This step consists of the analysis of the formal aspects of institutions, comprising the legal and regula- 6 Expected Outcome: The expected outcomes are selected tory components, as well as the non-formal institutional environmental and social priorities associated with features, such as unwritten codes of behavior that derive mining policy and sector reform. These outcomes are a from tradition, customary law, and cultural-historical result of involving stakeholders in selecting SESA's pri- patterns. In this step, the assessment focuses on the orities, giving them an opportunity to influence mining transmission mechanisms from policies to environ- reform, and opening the process to all stakeholders, but mental and social results on the ground. Transmission particularly to those whose voices are not usually heard mechanisms are the manner in which the confluence of in policymaking. This is critical to strengthen constitu- institutional, governance, and political economy charac- encies with environmental and social stakes in mining teristics of a country conditions the interpretation and sector reform. implementation of a policy and its associated laws and Box 4. Transforming Relationships for Intercultural Dia- logue and Sustainable Development: Las Bambas Min- ing Project in Peru Mining in the Andean region has a legacy of socio-environmental conflict. The Apurímac Department, where the Las Bam- bas project operates, is one of the poorest regions in Peru. The region was also one of the five most affected areas during the armed conflict generated by Sendero Luminoso (a Maoist guerrilla organization) between 1980 and 1992. Nine indig- enous, Quichua-speaking communities are located within the direct area of influence of the Las Bambas copper-mining project. With the goal of improving its relationship with local communities and other stakeholders, the project developers (Xstrata) developed a regional dialogue around the project. The construction of dialogue was divided into three phases: (1) awareness raising and diagnosis; (2) strengthening of capacities; and (3) follow-up of dialogue processes and spaces. The first phase consisted of a series of workshops and interviews with the local communities, performed in Spanish and Quichua (the local language) to gather information about the cultural characteristics of the indigenous actors, as well as their perceptions of power relationships with other stakeholders. Similar workshops and interviews, yet adapted to the respective cultural context, were carried out with other stakeholder groups. The analysis showed that local communities employ internal customary mechanisms to install dialogue, mediated by local authorities, fictive kin, or high-status elders. Following these practices for building dialogue and consensus, a culturally sensitive approach to negotiating issues, including the identification of potential environmen- tal and social impacts of the project, was implemented. Similar forums were established to discuss local development programs and a dispute resolution mechanism that allows individuals and communities to set formal complaints against the mining company. The second phase aimed at strengthening the capacity of negotiation, community organization, environmental issues, human rights, leadership, and social development opportunities. The expected outcome includes stronger local constituencies, able to demand, implement, and oversee sustainable development interventions. Source: ProDiálogo 2006, Rees and Vermijs 2008, and Albarracin-Jordan 2009. Strategic Environmental Assessment INFRASTRUCTURE regulations. As an example, Box 5 summarizes the key Number -- 04 transmission mechanisms identified in the Sierra Leone SESA. A first step in the analysis of transmission mechanisms is a thorough review of the legal and regulatory frame- work associated with the management of environmental and social priorities. The next step is to assess why the relevant policies, laws, and regulations have failed to 7 address or have only partially addressed the priorities. Mechanisms considered in the assessment, among oth- ers, include (a) institutional and organizational capacity and coordination; (b) the influence of stakeholders on policy implementation; and (c) coordination among stakeholders. Based on the findings from this assessment, the next step is to assess the potential of the proposed mining reform to fill the gaps or remove the constraints that were identified in the previous analysis. Finally, an assessment of the potential reaction of stakeholders to the proposed reform and the difficulties inherent in its implementation completes the analysis. Box 5. Transmission mechanisms in the SESA of the Mining Sector in Sierra Leone The failure of existing policies to effectively address environmental and social priorities in Sierra Leone's mining sector was thought to have arisen from: ˇ Legislation and regulations lacking specificity for mining activities that left interpretation to be determined on a case- by-case basis ˇ Poorly defined responsibilities for various ministries and among central, provincial, and local authorities ˇ Lack of monitoring of company and miners' performance, and ˇ Consistently weak implementation of laws and regulations, so that enforcement must rely on voluntary initiatives and pressure from civil society. The SESA concluded that some of these shortcomings would be addressed by the proposed mining reform. However, it also identified other critical institutional and governance adjustments that were needed, mostly in areas such as land ten- ure issues and weaknesses in monitoring and enforcement that went beyond mining sector reform. These included: ˇ Asymmetries in power among stakeholders--for example, chiefs--that were magnified due to lack of transparency and accountability ˇ Customary relationships that have evolved out of the needs of an agrarian society and are ill-equipped to address temporary and high-risk environmental activities like mining, and ˇ The existence of powerful individuals--such as middlemen and traders--who could easily take advantage of wide open, nonexistent, or inconsistent negotiation frameworks. Source: Loayza 2010. Strategic Environmental Assessment INFRASTRUCTURE Non-formal institutional analysis addresses issues related the transmission mechanisms analysis, discussed above, Number -- 04 to behaviors that stem from traditional values, which can can be applied to assess the influence of non-formal play an important role in how stakeholders organize their institutions in the management of priority issues and in economic, social, and political systems. Although no the potential impact on priorities of the proposed min- lengthy or in-depth anthropological study is required to ing reform. assess the non-formal features of institutions, a first step Expected outcome: The expected outcome is to validate is a review of available ethnographic information on the key institutional (formal and non-formal) and capacity cultural attributes of the target population or indigenous gaps, and political economy constraints to address envi- 8 group. A second step consists of workshops and focus ronmental and social priorities. While identification and groups that are carried out in a sample of representative assessment of gaps and constraints is mainly made by communities of these groups that may be affected by the the SESA team, validation by the stakeholders aims at development of mining activities. The purpose of these broadening their understanding of complex policy and exercises is collecting information on the local percep- institutional issues associated with the mining reform. tion of power relationships and the traditional ways of Accordingly, another expected outcome of this step is establishing dialogue. This is important, since a cultur- to enhance stakeholders' capacity for policy formulation ally sensitive approach to dialogue will reinforce local and increase their awareness of the challenges involved "ownership" of the reform process. Important political in making the reform environmentally and socially sus- (such as ranking of authorities, their scope of influence, tainable. and local dispute resolution mechanisms), social (such as gender roles), economic (such as land tenure systems, Step 3: Recommendations and Risk natural resource management, and redistribution of Assessment benefits), and religious features (such as religious sys- Objective: To recommend feasible courses of action tems and sacred places) of these groups or communities to address the institutional and capacity gaps, and po- can also be gathered at these focus group meetings and litical economy constraints assessed in the transmission workshops. Using this information, a similar approach of mechanisms analysis (Box 6). Strategic Environmental Assessment INFRASTRUCTURE Number -- 04 Box 6. WAMSSA's Recommendations and Impact WAMSSA included four sets of recommendations to address the institutional and capacity gaps and political economy constraints as follows: (1) adopt a strategic, cluster-focused, permanent multi-stakeholder framework for addressing min- eral sector policy and development decisions; (2) strengthen environmental governance; (3) increase local-level benefits in mining areas; and (4) improve social accountability and mineral sector governance. Recommendations were arranged in an action matrix that integrate courses of action in the short term, medium term, and long term. Monitoring Indicators were included for each term, in order to assess the progress of reform. 9 Recommendation 1 is considered to be a prerequisite for the recommendations that follow. If implemented, it would have a major impact on mining policy reform in West Africa. Stakeholders perceived that WAMSSA created significant impetus for regional harmonization of mining policy in the Mano River Union, and that this effort should transcend the completion of WAMSSA. They also identified the need for continuous policy dialogue that goes beyond cyclical politi- cal changes. Accordingly, stakeholders promoted and endorsed the proposal of a "multi-stakeholder framework" that would include a series of multi-stakeholder bodies formed at the regional, national, and local level to ensure transparent stakeholder participation and social accountability for mining development decisions. In a consultation meeting held in Ouagadougou in December 2010 by the West Africa Mineral Governance Program (WAMGP), the World Bank project that WAMSSA has been informing, it was agreed to adjust WAMSSA's "multi-stakeholder framework" to WAMPG's "accountabil- ity framework." WAMSSA is also influencing other Bank initiatives. Along with the recommendations made by the SESA of the mining sector of Sierra Leone, WAMSSA will be used in the upcoming country assistance strategy (CAS) of Sierra Leone. WAMSSA has been also used as a model for a SESA that will be carried out in the Shire River Basin in Malawi. Finally, stakeholders in Guinea were convinced that WAMSSA's methodological approach could also be used to create frameworks for policy dialogue in other sectors besides mining. Source: World Bank 2010, Annandale 2010. Process: Recommendations are, generally, framed in an monitoring indicators to assess the progress of reform in action plan matrix that includes short-term (1-2 years), the short, medium, and long terms. Validation of recom- medium-term (3-5 years), and long-term (more than 5 mendations and the action matrix by the stakeholders years) actions, as well as monitoring indicators. In this further strengthens constituencies, not only because it manner, expected outcomes in each period can be moni- enhances ownership but also because it encourages par- tored to assess the progress of reform. The SESA con- ticipation of stakeholders in follow-up and monitoring. cludes with an assessment of the risks associated with Ultimately, this increases accountability of policy mak- the recommended actions. Risk analysis includes the ers. potential deliberate actions that certain interest groups may take in order to bend or halt reform. Thus, possible mechanisms to safeguard the proposed institutional Rapid SESA and governance changes should be contemplated in the When a mining reform is under consideration, a full- analysis. The recommendations should be shared with scale SESA, which usually takes six to twelve months to stakeholders by holding a multi-stakeholder workshop. complete, may not be possible or necessary. In such a case, Dialogue, at this stage, builds consensus as to what solu- a rapid SESA, which may take only a few weeks' work of tions are achievable, as well as effective and sustainable. an SEA specialist with good knowledge of the mining Expected outcomes: The expected outcomes are validated sector, can be undertaken as part of the preparation of recommendations and an action matrix that includes the mining sector review. Afterwards, during preparation Strategic Environmental Assessment INFRASTRUCTURE of mining reform (the so-called project preparation), a dialogue with key stakeholders. Second is the develop- Number -- 04 full-fledged SESA is likely to be required. ment of a road map of environmental and social actions during preparation of sector reform. Objective of Rapid SESA: The objective of a rapid SESA is to include environmental and social issues in the re- SESA's Team and Cost form agenda and engage key stakeholders in the earliest Full-fledged SESAs require the participation of a mul- stages of policy dialogue. tidisciplinary team. In general, the core team will be Process: Analytically, the focus of a rapid SESA is on composed of (a) a SESA specialist, who will manage the 10 assessing existing laws, regulations, codes of practice, process and coordinate with key stakeholders, includ- and institutions for environmental and social manage- ing the government; (b) a mining policy specialist; (c) ment of the mining sector. The stakeholder analysis and an environmental assessment specialist with experience consultations are tailored to engage key constituencies in social, environmental, and policy issues related to in the policy dialogue about the need for sector reform mining; and (d) a public participation expert. If inter- (Box 7). national consultants are hired, local consultants with knowledge of and experience in the country-specific Expected outcome: There are two expected outcomes. social and cultural context must be involved in organiz- First is the broadening of policy dialogue on mining ing and implementing the policy dialogue. The cost of a reform by raising awareness of key environmental and standard SESA would be in the range of US$150,000 social issues affecting the sector, and engaging in a policy to $250,000, although complex SESAs like WAMSSA would cost in the range of US$400,000 to $500,000. For rapid SESAs, the work of a SESA specialist (with expe- rience in the mining sector) for 4-5 weeks will, in most Box 7. The Malawi cases, be sufficient to undertake the required tasks. Mineral Sector Review Linkage with the World Bank's and the Rapid SESA safeguard policies A component of the 2009 Mineral Sector Review (MSR) SESA is not a tool for environmentally and socially of Malawi, the rapid SESA's objectives were to assess safeguarding mining sector reform. Its purpose is to the Malawian EIA system and the institutional frame- work for local planning and development in mining support policy making by enhancing the potential of communities. Formal stakeholder analysis was not car- mining growth to be a driver of sustainable develop- ried out. Participation of a broad range of stakeholders ment. Usually, a World Bank project to support mining was integrated in the review process through one-on- sector reform would have to carry out an environmental one interviews, but mainly through a workshop that impact assessment (EIA) and undertake other actions discussed the results of the MSR and the rapid SESA. needed for compliance with the World Bank's safeguard In separate group discussions, stakeholders identified and voted on key policy issues, including environmen- policies. SESA neither fulfills this role nor replaces an tal and social issues. The MSR recommends undertak- EIA and other studies required for safeguards compli- ing a full-fledged SESA during project preparation. ance. But, information collected and developed through Independent evaluators found that the rapid SESA, SESA can be used in these studies. integrated in the MSR, deepened the policy dialogue on mining reform and contributed to raising attention to environmental and social issues among a broad set Concluding Remarks of stakeholders. An effective SESA will lead to a more robust mining Source: World Bank 2009, and Slunge and Ekbom 2010. reform and lower the risk that the reform could be Strategic Environmental Assessment INFRASTRUCTURE Number -- 04 11 questioned on environmental and social grounds. This References is consistent with the aim of making the mining sec- Albarracin-Jordan, Juan. 2009. "Evaluation of the World tor a driver of sustainable development. The beneficial Bank's Pilot Program in Institution-Centered SEA." impact of SESA will not last for long, however, unless a The Sierra Leone Mining Sector Reform Strategic sustained effort to strengthen capacities, institutions and Environmental and Social Assessment. Background governance is at the core of the reform implementation. paper. It is short-sighted to assume that a sound SESA process Annandale, David. 2010. "Evaluation of the World is completed with the preparation of the SESA report Bank's Pilot Program in Institution-Centered SEA." and the incorporation of the SESA's recommendations The West Africa Mineral Sector Strategic Assess- in the design of the sector reform. Undoubtedly, this is ment. Background paper. important. However, the greatest challenge of the SESA, Loayza, Fernando. Forthcoming. 2010. "Mainstreaming like that of the reform, lies in the implementation phase. Environmental and Social Consideration in Policy Ensuring that both live up to their promises requires Reform." The Sierra Leone Mining Sector Reform sustained commitment to keep the dialogue alive and Strategic Environmental and Social Assessment. In the reform responsive to the needs and concerns of Barry Sadler and Peter Nelson, eds. SEA in Practice in stakeholders. Development Cooperation. A Review of Recent Experi- Endnotes ence. Paris: OECD. 1. Mining sector reform refers to the process of adop- OECD­DAC (Organisation for Economic Co-oper- tion of market-oriented institutions and policies to ation and Development­Development Assistance establish an enabling environment for investment Committee). 2006. Applying Strategic Environmen- in mining exploration and production in order to tal Assessment: Good Practice Guidance for Development foster growth and sustainable development of re- Cooperation. DAC Guidelines and Reference Series. forming countries. Paris: OECD. Strategic Environmental Assessment INFRASTRUCTURE ProDiálogo. 2006. Fortalecimiento del Diálogo para el Rel- No. 44655SL. Sustainable Development Unit, West Number -- 04 acionamiento Constructivo en el Entorno del Proyecto Africa, and Environment Department. Washington, Minero Las Bambas. Lima: ProDiálogo, Prevención y DC: World Bank. Resolución de Conflictos. World Bank. 2009. Malawi Mineral Sector Review: Source Rees, Caroline, and David Vermijs. 2008. "Mapping of Economic Growth and Development. Report No. Grievance Mechanisms in the Business and Human 50160-MW. Oil, Gas and Mining Policy Division; Rights Arena." Report No. 28. Corporate Social Re- Oil, Gas, Mining and Chemicals Department; Africa sponsibility Initiative. Cambridge, MA: Harvard Uni- Region. Washington, DC: World Bank. 12 versity, John F. Kennedy School of Government. World Bank. Forthcoming. 2010. "Environmental and Slunge, Daniel, and Anders Ekbom. 2010. "Evaluation Social Strategic Assessment for the Development of of the Rapid Integrated Strategic Environmental and the Mineral Sector in the Mano River Union." West Social Assessment of Malawi Mineral Sector Re- Africa Mineral Sector Strategic Assessment. Sustain- form." Background paper. able Development Unit West Africa and Environ- World Bank. 2008. Sierra Leone Mining Sector Reform: A ment Unit. Washington, DC: World Bank. Strategic Environmental and Social Assessment. Report Environment Department 1818 H Street, NW The World Bank Environment Notes Washington, DC 20433 USA www.worldbank.org/environment