GHANA EITI COMMUNICATION STRATEGY



GHANA EITI COMMUNICATION STRATEGY

Designed by

KOJO YANKAH,

Communication Consultant

July 1, 2009

TABLE OF CONTENT

Chapter 1 - Executive Summary

Chapter 2 - Introduction

Chapter 3 - Objectives and Outcomes

Chapter 4 - Vision and Mission

Chapter 5 - Conceptual Framework

Chapter 6 - Knowing the Major Stakeholders

Chapter 7 - Developing the Messages

Chapter 8 - Communication Channels

Chapter 9 - Implementation Strategy

Chapter 10 - Strategy Management

Chapter 11 - Evaluation

Chapter 12 - Attachments (Work Matrix & Budget)

Chapter 13 - Appendices

CHAPTER ONE

EXECUTIVE SUMMARY

The extractive industry in Ghana, currently mainly Mining, is estimated to contribute about 40% of total foreign exchange earnings and 6% of GDP. In the coming years, production of Oil and Gas will be added to the list of extractive industries. The Government of Ghana has committed itself to the global ideals of the Extractive Industries Transparency Initiative, and the people of Ghana who are the ultimate beneficiaries have the responsibility to ensure that there is transparency and accountability in the receipt of mineral or extractives revenue. Since 2003 when the GHEITI was established very little is known to the public. Surveys conducted show a poor understanding and lack of knowledge about the GHEITI. This communication strategy provides a framework for addressing the specific challenges and gaps that have been identified in communicating with appropriate target publics. Other models for communicating with the public in other parts of the world have been studied and appropriate adaptations have been made.

This strategy recommends re-launching of GHEITI, establishment of a GHEITI Week, the production of a 13 minute video documentary on GHETI and a special partnership with the media as part of activities to support the communication of the GHEITI’s mission, enhance public understanding and appreciation of the GHEITI programme, while addressing issues of perception and misperceptions about the extractive industries.

It is intended that the proposed objectives and outcomes in this Strategy would enable the GHEITI Secretariat to “ empower the majority of the Ghanaian public and all stakeholders to effectively understand the EITI concept, the EITI Aggregator’s report and meaningfully participate in the EITI process”.

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CHAPTER TWO

INTRODUCTION

The Extractive Industries Transparency Initiative, EITI, is an independent international voluntary initiative creating transparency in the oil, gas and mining industries. EITI aims to improve the accountability of governments that get revenues from oil, gas and mining as a step towards managing and applying those revenues in such a way that they contribute to sustainable development, economic growth and poverty reduction.

EITI requires transparency in the payments made by companies and revenues received by governments in order to help empower civil society to hold governments accountable for the management of extractive industry revenues .

The Extractive Industries Transparency Initiative (EITI) was launched in September 2002, at the World Summit on Sustainable Development in Johannesburg, South Africa and aims to ensure that the revenues from extractive industries contribute to sustainable development and poverty reduction. It has been championed by the UK Department for International Development, and supported by the World Bank and the IMF.

In June 2003, Transparency International made a statement at a London conference, parts of which said:

"In many parts of the world, countries face the paradox whereby a great wealth of natural resources coexists with great poverty among the people. In short, the benefits of the extraction of natural resources are diverted to the enrichment of small corrupt elites. It is now recognized by an increasing number of stakeholders that the transparency of revenues generated from the oil, gas and mining industries has become a prerequisite for the equitable economic and social development in many resource-rich countries."

The G8 countries in June 2003 supported an intensified the approach to transparency and made commitments to:

• Provide capacity building support where this is needed.

• Encourage governments and both private and state-owned companies to disclose their revenue flows and payments.

• Work with participating governments to achieve high standards of transparent public revenue management, including the processes for awarding contracts and concessions.

In October 2006 the EITI conference in Oslo created an international multi-stakeholder board to oversee the governance of EITI, and a full time secretariat. The EITI conference also approved a validation process that required that countries and companies that commit to participating in EITI be required to periodically validate their progress in meeting the international standard by submitting to independent third party validation of their performance. The goal of validation is to make sure that countries and companies do what they say they will do, and that country implementation programmes comply fully with the EITI Criteria.

Since EITI was launched in 2002, civil society, governments, companies and investors have all played an active role in defining EITI. More than 40 countries have pledged to implement EITI. They include Eastern European countries such as Azerbaijan, Kazakhstan, Kyrgyzstan, and African countries like Cameroon, Congo, Democratic Republic of Congo, Cote d’Ivoire, Equatorial Guinea, Liberia, Gabon, Guinea, Nigeria and Ghana.

Ghana signed on to the Extractive Industries Transparency Initiative in 2003 and has been operating since then under a Steering Committee, chaired by a Minister of State and including representatives of the Ministry of Finance and Economic Planning, Miniter of Lands and Forestry, Office of Stool Lands, Internal Revenue Service, Wassa West District Assembly, and Civil Society Organizations.

The functions of the GHEITI National Steering Committee include :

a) Formulation of policies, programmes and strategies for the effective implementation of the objectives of EITI;

b) Development of a framework for transparency in the reporting and disclosure by extractive companies of revenue due to or paid to Government;

c) Request as may be deemed necessary, from any company in the extractive industry, any financial data or otherwise related to the implementation of the EITI.

Working with a set of criteria for transparent reporting on revenue streams and other benefits, the Ghana EITI encourages and ensures transparency in the extractive sector, particularly in the mining industry. It is the expectation of the Initiative that governments will be more accountable and the public will be better informed to contribute to greater political stability, increased security in the mining communities and improved investment environment.

In 2007, for example, the Ghana Chamber of Mines published payments made by the mining industry during the year. This publication, it said, was part of ‘the Chamber’s pursuit of transparency in the payments and receipts in the mining sector in Ghana.’ It covered payments made to government, companies both local and foreign but locally registered in Ghana, individuals, and Chiefs during the course of 2007.

In the same year, the Ghana EITI National Steering Committee turned attention to one of its major functions: Develop and implement a Communications Strategy to fully engage the different Ghanaian publics; particularly Civil Society Organizations and Community Groups to ensure that Ghanaians know that the Extractive Industry resources belong to them.

This required the development of a Communication Strategy for the Ghana EITI.

CHAPTER THREE

OBJECTIVES AND OUTCOMES

3.1 OBJECTIVES

The overall objective of the communication strategy is ‘to empower the majority of the Ghanaian public and all stakeholders to effectively understand the EITI concept, the EITI Aggregator’s report and meaningfully participate in the EITI process’.

The specific objectives are:

• Assess public perception and knowledge of the GHEITI initiative, to determine various tools and medium of communication to be used in addressing gaps and limitations;

• Support Communication of the GHEITI’s mission, mandate, gains, results and implementation process to enhance its image as a genuine and effective platform for enhancing transparency in the extractive industry sector, and consequently assist in promoting local ownership of the GHEITI ;

• Enhance public understanding and appreciation of the GHEITI programme, while addressing issues of perception and benefits and raising awareness level of impact;

• Enhance media understanding of the GHEITI process and the role it has to play in ensuring the fulfillment of the programme goals and objectives;

The communication strategy is targeted at the country at large but specifically at particular mining and oil producing communities in Western, Ashanti, Brong Ahafo and Eastern Regions.

3.2 OUTCOMES

This strategy aims at the following outcomes :

1. Vision for the Ghana EITI , with a recognizable and unique GHEITI identity;

2. A conceptual framework for effective dissemination of GHEITI’s purpose;

3. Implementation strategy to meet unique needs of the target groups and the stakeholders taking into account diversity, language and geography, local customs and preference for effective communication delineated by socio-cultural and economic values ;

4. Identifying Critical success factors for effective communication : (a) Choice of communication channels; (b) Media, role of community opinion leaders; (c) Informal channels.

5. Draft budget for the Implementation of the Strategy

3.3 LIMITATION

The major limitation facing the development of this strategy is the fact that references will be made mainly to the mining industry, but that gas and oil production will be mentioned even when they have not been officially added to the list of extractive industries. In spite of this situation, the principles underpinning transparency will apply in all cases.

CHAPTER FOUR

VISION AND MISSION OF GHEITI

4.1 Vision of GHEITI

Considering the general principles upon which EITI was founded, the manner of its operations in other parts of the world, and the environment within which GHEITI is operating in Ghana, a vision statement has been proposed as follows for GHEITI :

To establish itself as the credible national platform for the promotion of transparency and accountability in revenue flows from the extractive industry to contribute to poverty reduction.

GHEITI already has a logo, emblem, colours and personality that give it identity. This has to be enhanced.

2. Mission of GHEITI

Promoting transparency and accountability in the generation and use of extractive sector revenue for sustainable development.

Functions

The functions of GHEITI have been spelt out as :

i. To formulate policies, programmes and strategies for the effective implementation of the objectives of the EITI.

ii. To develop a framework for transparency in the reporting and disclosure by extractive industry companies of revenue due to or paid to Government;

iii. To request as may be deemed necessary, from any company in the extractive industry any financial data or otherwise related to the implementation of the EITI

iv. In conjunction with the EITI Secretariat , disseminate by way of publication of records, reports or otherwise, any information concerning the revenue of Government and payments made by mining companies as it may consider necessary;

v. To promote or undertake any other activity related to its functions and which, in its opinion, is calculated to help achieve its overall objectives.

CHAPTER FIVE

COMMUNICATING EITI - CONCEPTUAL FRAMEWORK

In a pamphlet published in 2008 by EITI Secretariat, entitled “Talking Transparency”, the point is emphasized that “Communication is necessary in order to become EITI Compliant”. The import of this statement is explicit : that without communication, the whole essence of pursuing transparency is undermined. Firstly, a multi-stakeholder group representing various interests and coming together to constitute the Steering Committee needs to effectively communicate with itself to share a common vision, build confidences and arrive at a consensus. Deliberate internal communication activities become inevitable. Secondly, it sounds impossible to conduct the functions of the Steering Committee without any form of communication activity : they need to gather information from the extractive industries, undertake validation exercises, provide information to government and the relevant agencies, create awareness among the communities, the media, traditional leaders; and even among working staff of the various companies in the extractive sector. In the process, seminars, workshops, lectures and media activities will be planned and executed using various communication channels and tools. These principles have guided the formulation of communication strategies in a number of countries where EITIs have been established, as in Nigeria, Liberia and Cote d’Ivoire.

In Liberia, for example, the LEITI Communications Strategy is designed with a view to support and serve as a platform for consistent and sustainable public engagement and outreach through the use of diverse mass media channels accompanied by a system of assessing citizens’ knowledge of the initiative, its benefits, gains and achievements

In Ghana, as in other countries, definite challenges will have to be addressed at the implementation stage, but these eventually become opportunities when effective strategies are put in place. For example, consensus building in a committee with varying, if not contrasting, interests has to be reached in order for the Committee to speak with one voice. Communication is key.

Equally, multiple layers of unawareness among stakeholders, including Committee members, the media and government, in the complex business of taxation, calculating royalties, and the operation of mining, oil and gas industries, become challenges which can only be met through effective communication practices.

Added to the above is the reality of perception having a sway in the various responses and attitudes of some stakeholders. While some stakeholders hold a general negative view of the environmental impact of gold/oil mining companies o communities and will therefore not countenance such companies, others hold the perception that they make ‘abnormal’ profits and declare only a part to Government. Another perception is that mining/oil companies should generally provide a lot of jobs to the youth in the community in which they operate and yet they do not do so.

All these require a skilled management of communication to ensure understanding and consensus building. It is only through an open system of communication that the transparency implied can be realized.

The reverse of not having a communication strategy that addresses the issues above could undermine the raison d’etre of the Ghana EITI and heighten tensions among stakeholders.

At various times in the GHEITI communication processes, four different components will be required for all the stakeholders identified :

a) Awareness : Stakeholders will need to be made aware of the EITI process and its potential to improve the management of the country’s extractive industry. A link should be made to Government policy on transparency and accountability, and its positive impact on the economic development, especially poverty reduction, of the country.

b) Education : It is necessary to help stakeholders to understand the complex nature of the EITI process as it relates to the extractive sector in order to remove any negative perceptions about the workings of the industries and the EITI mandate as a whole.

c) Insight and analysis : Information regarding the reconciliation and audit of reports from companies should be made available to stakeholders to enable them determine the integrity of the financial system that operates with the EITI processes. What amounts go to the government for public spending ? Who pays, and who receives what ? Insights into these areas will be very helpful.

d) Reform : Stakeholders appreciate being involved in taking the next steps. Asking them for their advice on how the processes can be improved or changed can help build confidence in the EITI and contribute generally to national decision making in reforming revenue management in the extractive industries.

• Challenges for Effective Communication & Critical Factors

Certain challenges have been identified to be critical to effective communication, and must be carefully considered :

i. Cultural dynamics – local customs, festive occasions, religious beliefs will be considered in any communication activity undertaken

ii. Linguistic diversity : There are mining communities where more than one Ghanaian language are spoken. This will have to be considered in any communication activity to be undertaken.

iii. Geographical/Administrative Boundaries: Some mining companies span one or more administrative/traditional areas, and this will have to be taken into consideration.

iv. Levels of Literacy/Illiteracy: All communication activity will be determined by the level of literacy in the area defined.

v. Occupational preferences: Despite the fact that workers in the mining industry are the immediate employee group, there are the vast majority of farmers in most of the areas who are engaged in other activity.

CHAPTER SIX

KNOWING THE MAJOR STAKEHOLDERS

With the objectives of the strategy duly outlined (above), it is important to identify and analyze the stakeholders that need to be engaged in the communication process. In the case of Ghana, those that can be considered as priority are as follows :

1. GHEITI Secretariat (Internal)

The constituent members of the Initiative, namely Ministers, representatives of the Ministry of Finance and Economic Planning, Office of Stool Lands, Internal Revenue Service, Ghana Chamber of Mines, and Civil Society Organizations need to communicate with one another as a corporate body with a shared vision. These are individual constituent bodies with totally different mandates and responsibilities. Yet they have to build confidences, inform themselves adequately about reports from the companies, government and the communities, and build consensus. Internal communication becomes a priority for the organization. Significantly, it is from this Secretariat that the communication activities of the Initiative will be managed and implemented. There will be need to think of how members will communicate and consult with each other for effective implementation of the GHEITI mandate.

2. Relevant Government Ministries, Departments and Agencies

Apart from the Ministries of Lands and Natural Resources, and Finance and Economic Planning, there is the Internal Revenue Service, the Auditor General’s Department, The Bank of Ghana, and The Ministry of Local Government and Rural Development which are all very relevant as partners in the successful implementation of the programmes of GHEITI. It is not just the regular contact that is required, they will need to be engaged actively with information to secure their active involvement.

Furthermore, Metropolitan, Municipal and District Assemblies in the mining/oil areas have an interest in the extractive industry because part of the royalties accrue to them for development. Sometimes, these Assemblies receive direct benefits, in the form of corporate social responsibility practices, from the extractive industries. It is at this level that a lot of perceptions have to be addressed, and it is important that they are actively engaged in the exercise of the responsibility of GHEITI.

6.3 Relevant Parliamentary Sub Committees

The sub-committees in Parliament (for Lands and Natural Resources, Finance and Economic Planning, Local Government & Rural Development, Science and Technology) who are called upon periodically to deliberate on issues affecting the extractive industries and advise the rest of the House are very critical to the success of the GHEITI. Members of these committees receive complaints from the public which need to be addressed. Some of the members themselves are Members of Parliament for the mining/oil areas. Their active engagement enables Parliament to take informed decisions, pass necessary legislation, monitor the workings of the mining, gas and oil industries, and contribute to the operations of the GHEITI.

4. Mining, Oil and Gas Companies

These are organizations which have invested to make returns on their investment. They have been granted concessions and therefore have a contract with government and the country.

These industries have, however, committed themselves to the vision and purposes of the Initiative and will not only be expected to make the requisite information available to the Aggregator but are also expected to cooperate with the Government, Civil Society and the Communities to assure harmony and openness. Their collective representation on the GHEITI is significant, but they will need individual attention when it comes to awareness raising and information sharing.

5. Civil Society Groups

Eagerly concerned about issues of accountability and transparency, Civil Society Organizations in the extractive sector of the economy will ensure that at the community level their concerns are addressed. They may have representation on the GHEITI Steering Committee, but it will be useful to engage them actively at the community level where they are active. Their involvement will help remove perceptions as well as facilitate a two-way flow of communication with the communities.

6. Traditional Authorities

Traditional authorities, particularly those in Eastern, Western, Ashanti, Brong Ahafo Regions require special attention. These traditional leaders, despite the existence of central and local government, are very key to the success of any programme in the communities. As original landlords of the areas being exploited, they command significant amount of influence on their subjects and the communities, and Government recognizes them as such. Normal traditional courtesies and customary respect apart, these leaders have to be cultivated and fully engaged in the communication activities in the area. Their source of power is the land on which any exploitation is going on, and they must at no time be ignored. They can be productive sources of information as well as beneficiaries of information from the GHEITI Secretariat. Through them, the communities can be very well informed.

7. - Multilateral Organizations

Multilateral organizations such as the World Bank, the International Monetary Fund, African Union, ECOWAS, African Development Bank, the African Mining Partnership, which have demonstrated specific interest in the economies of developing countries, and which have supported ‘Dialogues’ as platforms for ensuring accountability and transparency, are necessary collaborators in the management of communication within the Extractive Industries Transparency Initiative. Through their own sources they gather information that may be useful to the GHEITI, and in return they will benefit from Reports and other publications of GHEITI.

8. - Media Organizations

These are unavoidable partners when it comes to transparency. The media shows interest in companies undertaking their corporate social responsibility as well working according to national regulations on mining, gas and oil drilling etc. GHEITI has to have a good working relationship with the media. The Media would be a crucial target as well as partner. The challenge in dealing with the media is with its diversity. There are currently over 100 private radio stations and six private television stations in addition to the public ones, in Ghana. Newspapers number about 40, according to figures from the Ghana Journalists Association. It will need a careful selection of strategic media organizations to ensure that messages of GHEITI are publicized.

In addition, spokespersons of GHEITI will need orientation and training in how to deal with the Media, even the so-called hostile ones.

9. Trades Union Congress

The Trades Union Congress (TUC) is a member of the Publish What You Pay Steering Committee, the civil society framework for engaging the GHEITI Process, and because Mine workers (and soon Oil and Gas workers) belong to their fold, there is the need to keep them adequately informed about the activities of the GHEITI. Mis-conceptions and mis-perceptions about mining/oil companies, and particularly their relationship with Government, if not well clarified, can deepen suspicions about the work of the GHEITI. An open channel of communication can erase doubts and suspicions.

10. - International Audiences

Since EITI is a global initiative, the mother organization will be interested in how GHEITI is performing. Others that will show interest include international media organizations, investors, multinational companies and international civil society groups. Building confidences with them will be crucial.

11. – National Public

There is the national mass of people who may or may not be directly interested in the affairs of GHEITI. They will have to be informed or educated anyway because some may even be potential employees of mining/oil companies or else relations of those who work in the extractive industries. Or other individuals may just be advocates for transparency and accountability wherever they are found.

12. - Community Groups

Apart from the Traditional Authorities, Groups in the various communities where operations of extractive industries occur need particular attention. Periodic meetings with GHEITI members, to receive briefing, to watch video documentaries, to distribute GHEITI materials – all in their local languages – will be avenues to let them understand and own the GHEITI processes.

CHAPTER SEVEN

DEVELOPING THE MESSAGES

It is important for the Communication Unit of the Secretariat of GHEITI to constantly create and design new messages based on the surveyed needs of each stakeholder group. However, there are basic components of GHEITI’s communication needs that have to be included in the initial messages of the Initiative. These include :

• What is GHEITI ;

• How does GHEITI work and who constitute the Steering Committee;

• Who are the Focal points for GHEITI activity in the Extractive Industries ;

• What does a Reporting Template look like ;

• What is an Aggregator’s Report ;

• What are the benefits for Ghana having a GHEITI :

• Who should be involved with GHEITI ;

• Why should Stakeholders partner GHEITI and participate in the attainment of its Goals .

For Messages developed for particular Stakeholders, it is advised as follows :

• Key Messages should be simple and culturally acceptable;

• Messages should be tailored to the audience for which it is intended;

• Examples of illustrations selected should be relevant to the group being addressed.

CHAPTER EIGHT

CHANNELS OF COMMUNICATION

For purposes of this strategy, a mix of direct and indirect communication activities will be recommended.

8.1 Direct Communication – which refers to activities that do not need any intermediation by the media. This form allows for instant reaction from audience and makes for easy and quick evaluation. Examples are :

a) Group Discussions – with stakeholders like Steering Committee, Civil Society Organizations, Government officials, Company officials, Traditional/Community Leaders, Community Groups on EITI issues;

b) Press Briefing & Press Conference – to provide opportunity for media to react directly to EITI issues. Press briefings should be well prepared, in simple language and well delivered. Press conferences should be judiciously resorted to in order to deal only with Emergency and Very Important issues.

c) New Media – Website, Email : should be advertised and utilized as channels for informing and educating those who have access to the new media, such as journalists, investors, government officials, company officials, civil society organizations, multilateral agencies.

d) Publications - brochures, newsletters, posters, handouts (flyers) that can be distributed to all stakeholders. Where necessary, publications should be translated into major local languages.

e) GHEITI contacts database. It is proposed that GHEITI establish contacts database to include other pertinent contacts information in addition to e-mail addresses of individuals, organizations and stakeholder institutions. The contacts database must be constantly updated and managed it in a manner which allows for prompt communication with all ‘targeted’ stakeholders.

f) Media Tool Kit. This is a folder containing all relevant and vital material - GHEITI background, Steering Committee members and Functions, Activities and Reports of GHEITI, Speeches and Statements from GHEITI, Pictures, etc – that will provide routine information to media personnel and organizations.

g) Roadshows, Seminars, Workshops, and Conferences – These are direct opportunities for GHEITI to communicate itself and its activities, and will be useful particularly for Journalists, Civil Society Organizations, Focal Point officers from extractive industries, Traditional/Community leaders.

h) Establishing a media network.

To maximize results of direct working with the media, it is proposed that GHEITI maintains a small network of enthusiastic and credible journalists. This loose and informal network could be established following various journalism training workshops on GHEITI, and the Secretariat could then pursue a programme to cultivate and nurture the working relationship through constant information flow. This relationship will guarantee a mechanism for feedback and instant redress in case of ethical problems arising from the conduct of any journalists working on the coverage of GHEITI programs. It is important not to consider this as case for denial of relationships with journalists who do not belong to the network, or have not attended any workshop. The network is rather meant to reinforce the work of the media as a whole.

8.2 Indirect Communication

This is where media intervention is required. Response is not immediate, but the impact is large and universal.

a) Press Release/Press Alert : Well prepared Releases on events such as Announcing a GHEITI Report, or the launch of a Campaign or process, need to be distributed to the media. Similarly Alerts on up-coming events and activities may be sent to the press.

b) Use of Radio

Radio is reputed to be the most effective and far-reaching medium of information and education in Ghana. Currently it is estimated that there are 137 radio stations licensed to operate in the country, but regrettably over 70% are located in the two major capitals, Accra and Kumasi. The particular mining and oil/gas communities in the Ashanti, Brong Ahafo, Western and Eastern Regions have access only to commercial radios. The only known rural community radio is at Tarkwa, and a few new ones are yet to start. But all the same, the existing radio houses can be relied upon to disseminate information on GHEITI activities. . The strategy proposes the frequent use of radio, especially in the resource rich areas.

c) Use of television

Television is a major source of information throughout the country. GHETI activities such as launching a campaign or a Report, holding sensitization seminars and workshops, or press conferences, should use the television medium to maximise effect. In addition, GHEITI could initiate discussion programmes, interviews and feature stories on television.

d) Video Documentary (with local language translations) is recommended to be produced and shown on television and on Information Service vans : A 10-minute video documentary on the workings of GHEITI with voice bites from companies, Civil Society, and community leaders will be an effective tool to educate the general public.

e) Use of print media

The print media is a reliable medium through which stories are verified. It is therefore an important tool to use for launching of Reports, campaigns and creating awareness. Interviews, feature stories, advertising, and press conferences can be organized by GHEITI for maximum effect. Because of the population of newspapers and journals, estimated at 40, it is proposed to be selective in deciding where stories should appear. Public national newspapers, like the Graphic and Ghanaian Times, Financial newspapers, and a few private papers can be cultivated to carry GHEITI stories.

CHAPTER NINE

IMPLEMENTATION STRATEGY

This strategy is meant to guide the activities of the Communications Unit of the GHEITI.

The overall objective of the communication strategy is ‘to empower the majority of the Ghanaian public and all stakeholders to effectively understand the EITI concept, the EITI Aggregator’s report and meaningfully participate in the EITI process’.

The various studies and surveys carried out (see APPENDIX B) show a lack of awareness among all the major stakeholders. This satisfies the first objective of the assignment which was to “assess public perception and knowledge of the GHEITI initiative, to determine various tools and medium of communication to be used in addressing gaps and limitations”.

What this implementation plan seeks to do is to meet the rest of the specific objectives indicated in this strategy, namely to :

I. Support communication of the GHEITI’s mission, mandate, gains, results and implementation process to enhance its image as a genuine and effective platform for enhancing transparency in the extractive industry sector, and consequently assist in promoting local ownership of the GHEITI ;

II. Enhance public understanding and appreciation of the GHEITI programme, while addressing issues of perception and benefits and raising awareness level of impact;

III. Enhance media understanding of the GHEITI process and the role it has to play in ensuring the fulfillment of the programme goals and objectives.

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The strategy is targeted at the country at large but specifically at particular mining and oil producing communities in Western, Ashanti, Brong Ahafo and Eastern Regions.

9.1 STRATEGY PER OBJECTIVE

Objective I : Support communication of GHEITI’s mission, mandate, gains, results and implementation process to enhance its image as a genuine and effective platform for enhancing transparency in the extractive industry sector, and consequently assist in promoting local ownership of the GHEITI.

a) Appoint a Communication Specialist to support the Coordinator and follow up implementation of the Strategy.

b) Design and produce brochures, posters, handouts, media tool kit, containing basic routine and vital information on GHEITI and its activities;

c) Hold strategic meeting of Steering Committee and agree on publicity material and mode of

meeting this objective.

d) Organize Three sensitization workshops and Press briefings for media personnel in Accra (General media), Kumasi (for Ashanti & Brong Ahafo Regions media) and Takoradi (for Western & Eastern Regions media). Distribute Press Kit, Brochures.

e) Arrange Group Meetings : Parliamentary Select Committee on Mines and Natural Resources; Trades Union Congress. Distribute brochures, handouts.

f) Distribute brochures and posters in all mining companies, Government Offices, multilateral organizations, International Organizations.

g) Set a date for the official RE-LAUNCH of GHEITI, and arrange for the Event, preferably in a mining community.

Objective II : Enhance public understanding and appreciation of the GHEITI programme, while addressing issues of perception and benefits and raising awareness level of impact.

a) Establish a GHEITI Week, possibly to coincide with the month and day when GHEITI was introduced officially to Ghana. Arrange a series of activities, including radio and television discussion programmes, print media feature stories, interviews, and showing of video documentary on television. During the week, there will be distribution of print material, a Press Conference, Press Briefing and a number of press manifestations. Reports of GHEITI should be made available to ALL stakeholders listed above.

b) Hold public forums (group discussions) in all the regional capitals and the mining communities with a view to listening to community concerns and explaining issues not understood or misrepresented by the public. At all these events, the video documentary on GHEITI will be shown, in addition to being telecast on national television.

Objective III : Enhance media understanding of the GHEITI process and the role it has to play in ensuring the fulfillment of the programme goals and objectives.

a) Conduct training on EITI principles and the work of the GhEITI in all the regional capitals; and show the video documentary on GHEITI;

b) Cultivate informal and loose network of media personnel reporting on GHEITI;

c) Produce more media tool kit on the GHEITI and the global EITI process for distribution to all journalists who attend workshops, as well as to editors;

d) Organize site visits for journalists to mining and oilfields in consultation with company managements.

CHAPTER TEN

STRATEGY MANAGEMENT

i. Communication Management

a) It is proposed that the National Steering Committee appoint a Communication Specialist, or else assign the functions to a Communication Consultant, who will work under the Secretariat. Such Specialist will

(i) Initiate all the Communication activities of GHEITI ;

(ii) Implement and Monitor the Communication Strategy of GHEITI; and

(iii) Submit bi-Annual Reports to the Steering Committee.

b) In the absence of an appointed coordinator, the Steering Committee may consider, where feasible, constituting a Communication Management Committee to implement the strategy.

Chapter ELEVEN

EVALUATION

Evaluation of the Strategy will be undertaken on periodic basis, but an annual Evaluation Report will be expected basing on the following :

i. Newspaper cuttings

ii. Website Hits

iii. Unsolicited feedback from communities, local assemblies, CSOs

iv. Periodic surveys among communities, media, CSOs

One national survey a year to determine public knowledge, attitude and perceptions about GHEITI.

CHAPTER 12 – ATTACHMENTS

1. (See separate landscape sheet)

2. BUDGET (per 12 month calendar year)

|ACTIVITY |ITEM |QUANTITY |UNIT PRICE |TOTAL COST |

|Communication Tools |4-fold brochures |5000 |0GhC 0.90 |Ghc4,500.00 |

| |Posters |2000 |GhC 0.60 |GH¢1,200.00 |

| |Handbills(flyers) |5000 |GhC 0.20 |GHc 1,000.00 |

| |Press Kit |500 |Ghc 2.00 |GhC 1,000.00 |

| |T-Shirts |500 |GhC 5.50 |GHC 2,750.00 |

| |Video documentary production |One | | |

| | | |GhC 9,000.00 |GhC 9,000.00 |

| | | | | |

| | | | | |

|Media Adverts |Radio Airtime | | | |

| |TV Airtime (video) |50 |GhC80.00 p/m |GhC 4000.00 |

| | |10 x 15’’ |GhC8400.00 per 15minutes |Gh80,400.00 |

| |Newspaper Slots | |Gh1,800 per page | |

| | |10 pages | |Gh18,000.00 |

|Field Activities | | | | |

| |Workshops/Seminars | |Gh500.00 | |

| |Group Meetings |16 |Gh300.00 |GhC8000.00 |

| |Press Conferences |15 |Gh600.00 |GhC4,500.00 |

| | |3 | |GhC18,000.00 |

CHAPTER THIRTEEN

APPENDICES

APPENDIX A

REVIEW OF ASSIGNMENT

The assignment assumes that the Ghana EITI does not have a communication strategy in place. Going through the Ghana EITI website and through interview with some members of the secretariat, the indication comes out quite clearly that so far the Ghana EITI has relied on (a) Reports, (b) Workshops, (c) Conferences, (d) Fliers /Brochures, (e) Interpersonal/Group Meetings, (e) Website to communicate itself and its activities.

Field interviews with stakeholders including mining companies, employees of mining companies, district authority officials and the media indicate that GHEITI is known only in a few circles in the industry; and that there is the need for a conscious effort to create national awareness.

There is also the underlying hint that the Ghana EITI does not have a ‘Vision’ necessitating the development of a vision and a conceptual framework for effective dissemination of information.

In identifying ‘critical success factors for effective communication’ it will be necessary not to limit oneself to ‘Choice of communication channels, Media & role of Opinion leaders, and Informal channels’ but to look at ALL the effective channels of communication that will help to attain the objectives of the Strategy.

APPENDIX B

FIELD REPORTS

REPORT ON RESEARCH OF STAKEHOLDER AWARENESS AND PARTICIPATION OF MINING COMPANIES AND ALLIED COMPANIES

There was the need to investigate the level of awareness by stakeholders since the inception of Ghana EITI in 2003. The Questionnaire and phone conversation was therefore designed to achieve this purpose.

The results of the findings offer a clear indication that more has to be done in creating the level of understanding and awareness that is desired from the public and the other Stakeholders to enhance popular participation. A list of all categories of membership of the Ghana Chamber of Mines was obtained and letters with the questionnaire was sent to the companies either by email or hand delivered. This was followed up with phone calls to the Public Relations departments of the companies to engage them in conversations on EITI international and activities of the Ghana EITI Secretariat.

Questionnaires went sent out and phone calls were made to the 28 members registered under the Ghana Chamber of Mines.

While majority of the companies failed to respond to the Questionnaire with the explanation that they have to seek approval from their parent organisations, the phone conversations revealed a lack of information and understanding of the Initiative within the organisations and the communities in which they operate. Respondents who were forthcoming and well informed on the Initiative derived their information through their curiosity, primarily from the EITI international website as a follow-up to previous events organised by the GEITI Secretariat in collaboration with the Chamber of Mines.

The following summary highlights the results from the survey conducted.

QUESTION 1.

“How would you describe your relationship with the EITI Secretariat?

60 per cent of organisations that responded to the Questionnaire and were interviewed answered that they do not have much to do with the Secretariat except for previous workshops organised by the Secretariat. The remaining responded that they have no relationship with the Secretariat and either know of the EITI through the Minerals Commission of Ghana or Ghana Chamber of Mines. Other companies who are mostly Affiliate members of the Chamber of Mines had no knowledge of EITI.

QUESTION 2.

What is your source of information on EITI?

While majority of the respondents were unaware of the Initiative, very few out of their curiosity, got their information from the Global EITI Secretariat website, while the others got their information from the Ministry of Finance, the Minerals Commission of Ghana and the Ghana Chamber of Mines.

QUESTION 3.

How regularly do you submit reports to the EITI Secretariat?

Some organizations preferred not to answer this question and majority that responded could not determine how often they submitted reports. One organisation reported to the EITI Secretariat in Oslo.

QUESTION 4.

How does the EITI Secretariat communicate with your organization?

One organisation responded that they have not had dealings with the Secretariat recently but have been dealing with the Global Secretariat through emails and phones. Other organisations responded that there is no communication between them and the Secretariat and the other respondents have not heard of the Initiative. While majority answered that it was through the aggregator of the Secretariat.

QUESTION 5

Are there any bottlenecks when submitting reports to the EITI Secretariat?

Majority of the respondents responded in the negative explaining that the reports are usually submitted through the Aggregator.

QUESTION 6.

Is there enough information on EITI in the community you operate?

All respondents replied that apart from initial visits from the EITI board to the community to explain the Initiative, there is virtually no information on the Initiative.

QUESTION 7.

Is EITI known among Junior and Management Staff in your organization?

All the respondents answered that it was only known among Management Staff who work on the Initiative. One respondent has however posted information on EITI on the company website to inform staff.

QUESTION 8.

How useful is EITI to your organization?

Some organizations answered that EITI is not useful to their organisations since they only market extractive products. One respondent thought it is useful because they were committed to transparency. The remaining respondents will not explain why they think the Initiative is useful.

QUESTION 9.

In your opinion is EITI useful to the extractive industry in Ghana?

All companies answered in the affirmative, while majority of the companies advised for EITI to be taken to the next step to ensure that the new oil companies sign up to the Initiative.

QUESTION 10.

Do you have any ideas to improve communication between the EITI Secretariat, your organization and the other stakeholders?

One company advised that there should be a reference to the book on mining with a chapter on Ghana that will be launched at Doha in February by EITI. The other respondents thought that the media should be deeply engaged to publicise all activities concerning EITI.

APPENDIX C

REPORT ON MEDIA’S AWARENESS ON EXTRACTIVE INDUSTRIES TRANPARENCY INITIATIVE (EITI) AND ACTIVITIES OF THE GHANA EITI SECRETARIAT.

After obtaining views from one of the major stakeholders (Mining Companies) on the awareness level of EITI, It was essential to investigate also the very vehicle of disseminating information through which the public will be informed and empowered to understand and participate fully in the EITI process.

The study to ascertain the level of awareness of the media was therefore undertaken to determine the involvement and preparedness of the Media Houses to participate in the Initiative by assisting in the education and communication of the Initiative to the other stakeholders.

A list of the media houses in Ghana was obtained from the National Media Commission and the National Communications Authority of Ghana. The major print and electronic Media Houses in the country were targeted with a special concentration also on Media Houses in Mining areas. Phone and personal calls were made to these Media Houses and where the conversation was not yielding the desired reception, follow-ups were made to interview some News Editors in the media houses face-to-face.

Once again the evidence proved that most media houses were not aware of the Initiative. The very few that are aware were those with a nationwide coverage and circulation (Ghanaian Times, Daily Graphic and Ghana News Agency) and even with them, they were in agreement that there hasn’t been a consistent invitation to report on the Initiative from the EITI Secretariat. Their sustained information on the Initiative is generated mainly through seminars and discussions where Government Royalties are mentioned. This means that a deliberate strategy to engage the media keenly is lacking.

The highlights of the questions and responses are summarized below.

IS THERE ENOUGH INFORMATION ON EITI?

Out of the 15 Media Houses that were keenly contacted, 3 had some broad knowledge of the Initiative and could explain what the Initiative sought to achieve. These media houses, (Ghana News Agency, Ghanaian Times and Daily Graphic) got informed through previous activities organised by the Ghana Chamber of Mines and the Ministry of Finance under the EITI Secretariat. The very recent mention of EITI was at the United Nations Conference on Trade and Development organised in April 2008. Some respondents especially those in the Mining areas had to request repeatedly what the acronym EITI stood for. A few stations could remember covering some stories on the Initiative.

IS EITI WELL-KNOWN AMONG JUNIOR AND MANAGEMENT STAFF IN YOUR ORGANISATION?

Virtually all respondents answered in the negative. It is known among staff members who have reported and participated in events where the Initiative has been mentioned and discussed.

IN YOUR OPINION IS EITI USEFUL TO THE EXTRACTIVE INDUSTRY IN GHANA?

Majority of the respondents agreed that it will be more useful if the media is well informed to perform the watchdog role more efficiently to ensure the transparency and accountability that EITI seeks to accomplish.

HOW WOULD YOU DESCRIBE YOUR RELATIONSHIP WITH THE EITI SECRETARIAT?

The Media Houses with broad knowledge of the Initiative responded to the effect that the relationship is limited to invitations to a few seminars and some media events organised by the EITI Secretariat in collaboration with the Ghana Chamber of Mines in the past. The other Media Houses explained there was no relationship between them and the Secretariat.

DO YOU HAVE ANY IDEAS TO IMPROVE COMMUNICATION BETWEEN THE EITI SECRETARIAT, YOUR ORGANISATION AND THE OTHER STAKEHOLDERS?

While Majority thought there should be a special media encounter to enlighten the media on the objectives of the Initiative, the remaining thought that the EITI Secretariat should organise more public events and the media should be actively involved in such events.

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