Communication Strategy for Ghana EITI
GHANA EITI
COMMUNICATION
STRATEGY
Designed by
KOJO YANKAH,
Communication Consultant
July 1, 2009
1
Communication Strategy for Ghana EITI
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
2
Communication Strategy for Ghana EITI
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”.
3
Communication Strategy for Ghana EITI
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."
4
Communication Strategy for Ghana EITI
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
5
Communication Strategy for Ghana EITI
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
6
Communication Strategy for Ghana EITI
resources
belong
to
This required the development of a Communication Strategy for the Ghana EITI.
7
them.
Communication Strategy for 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;
8
Communication Strategy for Ghana EITI
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.
9
Communication Strategy for Ghana EITI
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.
4.2 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
10
Communication Strategy for Ghana 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.
11
Communication Strategy for Ghana EITI
CHAPTER FIVE
COMMUNICATING EITI - CONCEPTUAL FRAMEWORK
In
a
pamphlet
published
Transparency”, the point
in
2008
by
EITI
Secretariat,
entitled
“Talking
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
12
Communication Strategy for Ghana EITI
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.
13
Communication Strategy for Ghana EITI
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.
14
Communication Strategy for Ghana EITI
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.
15
Communication Strategy for Ghana EITI
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 :
6.1
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.
6.2
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.
16
Communication Strategy for Ghana EITI
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.
6.4 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
17
Communication Strategy for Ghana EITI
representation on the GHEITI is significant, but they will need individual attention when
it comes to awareness raising and information sharing.
6.5 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.
6.6 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.
6.7 - 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
18
Communication Strategy for Ghana EITI
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.
6.8 - 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.
6.9 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.
6.10
- International Audiences
19
Communication Strategy for Ghana EITI
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.
6.11
– 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.
6.12
- 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.
20
Communication Strategy for Ghana EITI
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.
21
Communication Strategy for Ghana EITI
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
22
Communication Strategy for Ghana EITI
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.
23
Communication Strategy for Ghana EITI
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 10minute 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.
24
Communication Strategy for Ghana EITI
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.
25
Communication Strategy for Ghana EITI
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.
.
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.
26
Communication Strategy for Ghana EITI
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.
27
Communication Strategy for Ghana EITI
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.
28
Communication Strategy for Ghana EITI
29
Communication Strategy for Ghana EITI
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
Management Committee to implement the strategy.
30
a
Communication
Communication Strategy for Ghana EITI
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.
31
Communication Strategy for Ghana EITI
CHAPTER 12 – ATTACHMENTS
1. (See separate landscape sheet)
2. BUDGET (per 12 month calendar year)
ACTIVITY
ITEM
QUANTITY
UNIT PRICE
TOTAL COST
Communication
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
Tools
Video
documentary One
production
Media Adverts
Radio Airtime
TV Airtime (video)
GhC 9,000.00
GhC 9,000.00
GhC 4000.00
50
10 x 15’’
GhC80.00
Gh80,400.00
p/m
GhC8400.00
Newspaper Slots
per 15minutes Gh18,000.00
10 pages
Gh1,800
page
32
per
Communication Strategy for Ghana EITI
Field Activities
GhC8000.00
Workshops/Seminars 16
Group Meetings
15
Gh500.00
GhC4,500.00
Press Conferences
3
Gh300.00
GhC18,000.00
Gh600.00
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.
33
Communication Strategy for Ghana EITI
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.
34
Communication Strategy for Ghana EITI
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.
35
Communication Strategy for Ghana EITI
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?
36
Communication Strategy for Ghana EITI
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.
37
Communication Strategy for Ghana 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
38
Communication Strategy for Ghana EITI
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
39
Communication Strategy for Ghana EITI
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.
40