Once SoWs are developed for priority elements, sites should identify and design a portfolio of SED projects that together contribute to the desired outcomes for each priority element.

Sites should identify SED projects that:

• are feasible to plan and implement;
• are aligned with the LoAP;
• do not increase dependency on the site;
• have a clear exit strategy;
• are cost-effective;
• are inclusive and accessible to vulnerable people;
• do not have unintended consequences.

SED projects that can be implemented in partnership with other organisations and/or that can be co-funded by other organisations should be prioritised (see Box 4A.3).

Box 4A.3 Collaboration and partnerships

Partnerships can have several benefits, including:

• providing diverse perspectives and insights;
• providing expertise, skills and solutions not available at site-level;
• achieving scale in interventions not otherwise possible;
• credibility and reputational benefits;
• reduced dependency on Anglo American;
• opportunities to leverage resources.

While partnerships provide many benefits, they can also be challenging. Organisations may have different mindsets and ways of working. Partnerships therefore require patience, understanding, mutual respect and, above all, shared objectives. Once SED objectives have been defined, potential partners with similar objectives can be identified.

A range of partnership options is available to sites to support planning and implementation of SED projects. Sites should first consider whether collaboration is necessary and which options (organisation or individual/partnership or service provider) are best suited to their context and requirements for SED planning and implementation. Partnerships can range from more transactional ones, which are only short-term in nature and focus on executing pre-determined plans, to strategic ones, which are long-term and constitute an ongoing and strategic collaboration, with proactive engagement among partners.

Collaboration may be needed for various tasks in SED planning and implementation, such as:

• External-context review in relation to SED, including the identification of challenges and opportunities related to each element.
• Developing a theory of change and monitoring and evaluation framework at the element and SED project level.
• Conducting a detailed study of an element.
• Drafting a SoW or ToR.
• Implementing SED projects.
• Co-funding of SED projects.

For each SED project a Terms of Reference (ToR) should be developed. The ToR is the key reference document for designing, contracting, and implementing an SED project and should include:

• The specific problem the SED project is trying to address.
• A mapping of desired outputs and outcomes at the SED project level, including, where possible, the anticipated Social Return on Investment SROI (see 4A.4 Tools and Guidance Notes and 4A.2 Task 7), and in all cases, the Theory of Change (see Tools and Guidance Notes).
• How the project delivers on the commitment, legal or permitting requirement, or control objective. SED project activities and timelines of each activity.
• SED project beneficiaries, including vulnerable groups.
• Delivery mechanism of the SED project.
• Outline of SED project-critical success factors, risks and mitigation factors, and assumptions.
• Sustainability/exit strategy for the SED project.
• Identification of critical internal and external stakeholders for SED project planning and implementation.
• Highlight any interdependencies that are critical for the successful delivery of the SED project.
• An engagement strategy for the SED project.
• Safety, security, environmental and health risks related to the SED project.
• Reporting, monitoring and evaluating arrangements at the SED project level, including requirements for progress reporting and what this should entail (see Tk 8 below).
• Roles and responsibilities for planning and implementing the SED project.
• The SED project schedule and budget, including contributions from partner organisations.

The SED project ToR should be used to procure an organisation to implement the SED project, where necessary. The SED team should actively participate in the procurement process, from developing the tender documents, developing shortlists for implementers, reviewing and scoring proposals, and interviewing prospective implementers. In addition to procuring an implementing party based on a completed SED project design, tenders can also be used as a competition to see who brings the most suitable solution to the problem as well as a means to gather additional expert advice on effective intervention solutions. See Figure 4A.3 below for a process overview from element prioritisation to SoWs and project ToRs.

For SED projects where the annual budget exceeds $500,000, or where the total budget for the project exceeds $1 million, engagement and approval need to be sought from the Group Head of Responsible Business Partnerships.

A summary of the Tasks 3 to 5 is shown in Figure 4A.3.

FIGURE 4A.3 From element prioritisation to project-specific ToR development