- Ana María Tamayo, Advisor to the Secretariatin the capital, Lima, which wereattended by 20–30 dierent CSOs,including environmentalists andthose working in education, healthand women’s rights. Meanwhile,the Secretariat organised variousforums such as round tablemeetings with public agenciesand workshops, including onespecically for techies. During thisperiod the media was mobilisedto raise public awareness andenhance citizen participation.‘At the end of the process, wereceived 36 contributions from 33contributors, nine of whom werecitizens, nine were civil societyorganisations and 15 were publicbodies,’ Ana María Tamayo, anAdvisor to the Secretariat explains.The international developmentpartner, GIZ, supported the workinggroup with funding for consultants,and helped with the developmentof indicators and other activitiesfollowing the release of the ActionPlan. Once all inputs had beensystemised and discussed by theworking group, the nal Action Plan
ASPIRING TO A MORE INCLUSIVE PROCESS
‘There was signicant synergy between the state andcivil society, which gave impetus to the design processof the action plan and the subsequent development of indicators.’
These key constraints limited civilsociety and government inputs andrestricted the meetings to Lima.was prepared, adopted and nallyapproved by a ministerial resolutionin early April 2012, in readinessfor formal submission to the OGPSteering Committee.
According to Samuel, a keysuccess of the process from civilsociety’s perspective has been itsparticipation in the working groupand the chance to be involved fromthe very beginning in setting publicpolicy. And while the number oforganisations may have been small,their representation has been broad.For government, since its inceptionthe initiative has remained true tothe spirit of civil society inclusion.‘There was signicant synergybetween the state and civil society,which gave impetus to the designprocess of the Action Plan andthe subsequent development ofindicators,’ says Ana. Both partiesalso agree on the shortcomingsof the consultation process: time,nances and human resources.
In January 2013, a permanentMultisectoral Commission – madeup of government agencies, civilsociety and the private sectorwas created by a Supreme Decreesigned by the President, PrimeMinister and Chancellor. This‘The tight timelines also servedas a positive incentive to getthings moving fast. However, ourcommunication strategy to spreadthe word was far from ideal. Peru isa multicultural, multi-ethnic countryand we need to develop a friendlierlanguage with which to approachthe people – youth organisationsand women’s groups, as well as thelocal municipalities.’