CCCS provides quality solutions to the challenges of working with local communities and obtaining what IFC calls a social license to operate. The risks associated with project-induced in-migration can be significant. The IFC estimates that for every official project job generated, 3-10 times as many informal migrants will arrive at the project doorstep seeking to capitalize on job opportunities. The influx of migrants can affect the local environment and the means by which project-affected communities secure their livelihood. Similarly, in-migration can contribute to fundamental (and even disruptive and undesirable) socio-economic change and serious health problems for the local population. Improper influx risk assessment and mitigation can result in increased project costs, and ultimately may jeopardize the project’s ability to work smoothly with the local community.
Developing a management plan for project-induced in-migration is essential to managing these risks and minimizing incremental associated costs. Effective planning for project-induced in-migration can help to manage processes of environmental and social change, and help ensure that local people participate in and benefit from the project to the greatest extent possible. The common elements that characterize our uniquely-adapted strategies for migration management are proactive planning and inclusive engagement. CCCS’ experience has also taught us that to be most effective such planning also needs to involve the collaboration of local governments and be tied into regional growth strategies.
Through our roster of locally-aware, sector-focused and technically-competent social development practitioners, CCCS has guided project social development interventions in the mining and oil & gas industries for clients from Sakhalin Energy in Russia to BP in West Papua, with a special focus on anticipating the effects of in-migration. CCCS has also been called upon by the IFC to review their first edition of their Migration Management Handbook.