2011年-世界发展银行全球_Communications_for_the_Ones_Who_Never_Spoke___Running_the_MIM_Marathon_in_the_Peruvian_Highlands_6页_1mb

MIM Peru: A SmartLesson on Communications for Social Accountability

Core Content

The MIM (Improving Municipal Investment) Peru project, initiated in 2005 and expanded to 23 municipalities across seven regions by 2011, aimed to improve public accountability and transparency in the use of mining royalties. The project was implemented by the IFC Sustainable Business Advisory team in collaboration with local civil society organizations, donor partners, and local institutions.

Main Objectives

• Promote municipal social accountability for the use of mining royalties.
• Improve transparency and citizen participation in local government spending.
• Educate the population on how royalties are used and their impact on development.

Key Information

• Total royalties transferred: Over $4,774 million from 2006 to 2011.
• Target regions: Seven regions in Peru, including Cajamarca and Puno.
• Partners: 36 local institutions, including business associations, professional groups, and universities, along with IFC and donor partners.
• Volunteers: Over 300 university students participated in the project, with an average duration of three months.
• Dissemination: The project reached over 44,500 people from 221 communities.
• Impact: The final survey showed significant improvements in public understanding of royalties, municipal investment, and the right to information.

Main Points

1. Strategic Communication Approach

• The project initially used an operational communication strategy, but later shifted to a more strategic approach focused on behavior change.
• This involved identifying key audiences, analyzing their behaviors and attitudes, and mapping stakeholders.
• The communications strategy became integrated into all project activities and materials, enhancing its effectiveness.

2. Branding and Visibility

• A strong brand identity was developed for MIM Peru, emphasizing independence, impartiality, reliability, and credibility.
• The brand was associated with the project's mission and values, helping to build trust with the local population.
• Initially, all partner logos were included in MIM materials, but this was later adjusted to focus on local institutions in dissemination materials and IFC/donor logos in institutional materials.

3. Crisis Management

• The project faced challenges such as misinformation and controversy, particularly from local media and officials.
• A crisis management procedure was established, including identifying causes, engaging stakeholders, and preparing clear messages.
• This procedure was included in the MIM Toolkit to ensure consistent handling of potential issues.

4. Media Engagement

• MIM Peru built strong relationships with local media by providing timely, accurate, and accessible information.
• Training workshops for journalists were organized, leading to increased media coverage and support.
• The project achieved over 3,800 nonpaid media hits, indicating strong media engagement.

5. Volunteer Participation

• Volunteers, primarily university students, played a crucial role in community engagement activities.
• Activities included street theater, educational games, and public forums to explain royalties and municipal investment.
• Despite high turnover, the project recognized the importance of motivating volunteers through structured programs, including training, dissemination, and recognition as internships.

6. Lessons for Future Projects

• The strategic communication approach proved effective in aligning activities with desired behavioral changes.
• A strong brand identity and clear messaging helped build public trust.
• Engaging local media and volunteers was essential for the project's success.
• The lessons learned were incorporated into the design of the new MIM Peru project, enhancing its effectiveness and reach.

Conclusion

The MIM Peru project demonstrated that effective communication is vital for promoting social accountability and good governance in local communities. By adopting a strategic approach, building a strong brand, managing crises, engaging the media, and involving volunteers, the project successfully increased public understanding and participation in the use of mining royalties. These lessons have been applied to the new MIM Peru project, ensuring continued progress in promoting transparency and accountability in the region.