ABSTRACT
This chapter sets out a methodology for measuring the impact of a partnership model of social management in the extractive industries. The emphasis is on measuring the 'added value' of a partnership approach, over and above the alternative ways in which business, government and civil-society organisations could meet their social objectives. The chapter looks at phases, assumptions, tasks and responsibilities, and guidance on application. The overall objective of the scoping phase is to agree, with the key partners, around 10–15 key indicators of partnership impact and how these indicators will be measured. The use of a predefined table and agreed indicators fosters discipline in the data-collection and analysis process. Given the complexities of tri-sector partnerships, there is a real risk of developing increasingly deep. The assessment of external factors should include consideration of all relevant significant changes in the wider sociopolitical and economic environment that could affect the activities and outcomes of the partnership.
