CCCS is one of the few international social development consultancies specializing in Indigenous Peoples issues. Since our incorporation, CCCS has been closely involved in the formulation and evolution of international policy for the protection of Indigenous Peoples. Our early exposure came via the World Bank, for which we reviewed project experiences implementing Bank policy. Subsequently, we were engaged to help co-author Bank guidance notes for evaluating project implementation. We have also worked with the Asian Development Bank and the European Bank for Reconstruction and Development to examine the workability of different policy approaches, and to help test for the potential efficacy of their implementation.
Our past work with international development projects affecting Indigenous Peoples is extensive. Beyond policy formulation and review, we work with private-sector clients (mainly in the extractive industries) to evaluate whether their projects are likely to affect indigenous populations in any way. After that, we help plan and implement project action plans for impact mitigation and benefits-sharing measures in compliance with the IFC Performance Standards. With our vast insider knowledge of Indigenous Peoples safeguards and international best practice, we help projects establish sustainable and lasting relationships with indigenous stakeholders in a manner fully adherent to international Good Practice.
CCCS also seeks to work with Indigenous Peoples’ own organizations and representatives, contacting, consulting, and collaborating directly with indigenous leaders and groups. We set up integrated CCCS-indigenous teams to design project social development planning and we encourage use of indigenous languages, spirituality, and forms of hospitality when we design project-community interactions. Our guiding principle when we work with Indigenous Peoples is to encourage them to determine their own definitions of “sustainability” as they work with government, company, and consultants to guide their futures.
Between 2000 and 2009, CCCS worked sequentially for the World Bank, the Asian Development Bank, and EBRD on their project teams to devise or revise their Indigenous Peoples policies. For each bank, we helped write the policy itself, met with indigenous representatives from many countries, held regional consultations, and advised the banks on stakeholder-sensitive strategies. For the World Bank and the ADB, CCCS also took the lead in preparing guidance handbooks for Bank staff. When the IFC prepared their own performance standard on Indigenous Peoples, it requested CCCS to review its draft proposals and to present in-house briefings to its social policy staff.
In 2012, the East Europe and Central Asia division of the World Bank (ECA) engaged CCCS to work with Indigenous Peoples in Russia to develop first a nation-wide profile of Indigenous peoples in the Russian Federation and later on a series of regional profiles.
The Weda Bay Nickel Project encompasses a nickel and cobalt mine and a hydrometallurgical processing plant in Central Halmahera and East Halmahera Regencies, North Maluku Province, eastern Indonesia. CCCS assists the WBN Project by facilitating project planning and report preparation to IFC requirements. Aside from taking the lead in developing the majority of the Project’s social documentation meeting international requirements, CCCS has prepared the Forest Tobelo Management Plan which has contacted nomadic indigenous groups in the island’s interior to inform them about the company’s plans for the area and to begin the protracted process of securing their eventual Free, Prior, and Informed Consent (FPIC).
CCCS is the primary social advisor for the Sakhalin Energy Investment Company (SEIC, currently owned by Gazprom, Shell, Mitsui, and Diamond Gas Sakhalin) on Indigenous Peoples issues. We were initially engaged in 2005 to write the First Sakhalin Indigenous Minorities Development Plan (SIMDP), and have since been serving as SIMDP External Monitor ever since (in 2015 we are working with SEIC and its government and indigenous partners to prepare the Third SIMDP).
The IFC has pointed to the SIMDP as a model of international Good Practice for its innovative approach to working with companies, governments and indigenous communities. The World Bank and EBRD have similarly praised the SIMDP in their publications. In 2011, the three SIMDP partners (SEIC, regional government, and indigenous groups) held a special workshop with IFC and the World Bank to recognize the SIMDP 2 as the first Indigenous Peoples Development Plan having achieved FPIC in the private sector.
Click here to read our case study on Indigenous Peoples' participation and the Sakhalin II project.
For the Tangguh LNG Project, CCCS worked with the project sponsor BP Berau, as well as the project lenders—the Asian Development Bank and the Japanese Bank for International Cooperation—to integrate Indigenous Peoples issues and the needs of other marginalized people in the Papua region of Indonesia into the project's Integrated Social Plan (ISP). It was CCCS that first emphasized to BP the need to bring their scattered social programs into an integrated whole and to devise strategies to avoid social conflict between indigenous and other communities.