Download - Advocacy workshop day2
Advocacy framework
Issue selectionStep 1
Gather and analyze information on the issueStep 2
Develop advocacy aims and objectivesStep 3
Identify your targetsStep 4
Identify your resourcesStep 6
Identify your allies and adversariesStep 5
Create and action planStep 7
Implement, monitor and evaluateStep 8
ExampleProblem : Stigma against PLWHA in Gombahari rural area in Murambinda
Advocacy Solution : Encourage community leaders to support PLWHA
Information / evidence needed Where / how to get it
List of community leaders District Administrator’s office; local churches and mosques; public meetings
Map of catchment area District Administrator’s office; draw own map
Case studies of stigmatised people PLWHA testimonials; NGOs; one to one interviews; meetings; records, publications
Numbers of people who are HIV+ Hospitals; Ministry of Health, National AIDS Control Programme; NGOs
Information around stigma/policy, law etc
National Network for PLWHA; one ot one interviews; analysing and influencing legislation
Group work – Research evidence
Complete the Information Researching table for 1 -2 solutions
What Information / evidence is needed? Where / how to get it?
Group work - feedback
Look at the work of the other group Give feedback Guiding question• How can the group improve its selected issue,
possible solutions and information gathering plans?
Think of 1 piece of advice for ANY NGO/CBO planning Steps 1 and 2 of their advocacy work
Advocacy framework
Issue selectionStep 1
Gather and analyze information on the issueStep 2
Develop advocacy aims and objectivesStep 3
Identify your targetsStep 4
Identify your resourcesStep 6
Identify your allies and adversariesStep 5
Create and action planStep 7
Implement, monitor and evaluateStep 8
Discussion topics
How can we involve those people directly affected by the issue when planning Steps 1 and 2?
Management Strategies for Africa © 2013
STEP 3 - DEVELOP ADVOCACY AIMS AND OBJECTIVES
Step 3 - Develop advocacy aims and objectives
Objective: to be able to write an aim and objectives for advocacy work
Achieved by: • Apply work done in previous workshops on
SMART objectives to advocacy issueOutcome: advocacy aim and objectives
drafted
Aim, objectives, outcomes, indicators, activities and ‘asks’
These six words are the bones of your strategy They form a logical chain from the grand aim to the day-
to-day tasks All analysis feeds into deciding what they are Use to decide whether your advocacy strategy has been
successful or not How many? • Focus is a key determinant of success of an advocacy campaign• 2 – 3 clear SMART objectives generally sufficient
Planning advocacy strategies and actions is much easier if we first identify its aim and objectives.
Aim and Objectives
Aim - the long term result that you are seeking
Objective - a short term target that contributes to achieving the aim; describes the outcome (end result) of activities
If we want to achieve our aim of …… ………………………………………………………………., we need to …………………………………………….. ……………………………………………………………….
SMART Specific – for example in stating what will be done Measurable - for example to allow M&E Appropriate / Achievable - for example for vision, mission and
aim Realistic - for example in relation to your potential capacity and
experience Time-bound – in relation to when the work will be done
Objectives may include legislation, policy, or practices or that you want to change
Objectives must include the targeted individual, group or institution
Outcomes Outcomes are the tangible changes that result from a set of
activities, and contribute to the achievement of an objective. They may be changes in behaviour of people or organisations/partners.
Example After a year’s patient advocacy work we can see that: • the health ministry is now more likely to consult health workers
before changing terms and conditions• community health volunteers are better organised to give their
views• participation has increased in Community Health Council
Group work
Write your advocacy issue as your aim Write detailed objectives which describe how
you will achieve your aim• Include the policy, practice, law you want to change• Include the influential individual, group or
institution you are targeting• Be SMART
Groups swap aim and objectives and give feedback, then finalise aim and objectives
Caution - Information gathering
Group work does not give you enough time to gather information on the issue
Therefore you may want to identify information gathering as an objective
Information gathering • is NOT a advocacy objective• may be an advocacy activity• is always part of the planning and preparation
process
Advocacy and non advocacy activities
Advocacy aims can be achieved by objectives and activities which are not themselves advocacy
Example• An organisation advocates for the implementation of a
good national HIV policy• To achieve this
1. it may do direct negotiation and lobbying with the central and / local governments
2. it may also do education work with those affected by the issue to ensure they are aware of the policy and have enough information to also advocate for themselves
1 is an advocacy activity and 2 is an education activity
Example Aim: To ensure that all citizens of Lafia have access to health care
in public hospitals by 2015 as provided for in “Health for all” legislation
Objectives• To persuade the municipal authorities to ensure that the staff of public
hospitals are aware of and implement the provisions of the government ruling (6-8 months)
• To persuade the municipal authorities to introduce in built disciplinary checks with incentives and corrective measures and punishments in case of violation of provision of government ruling ( within 1 year)
• To form NGO pressure group to work as a watchdog for public hospitals immediately after the disciplinary checks come into force
Reference: Adapted from advocacy skills workshop for HIV/AIDS work, India HIV/AIDS Alliance. Nov 2001
STEP 4 - IDENTIFY YOUR TARGETSSession
“If you want to change anything, you need first of all to think about your source of power”
Charles Handyauthor and philosopher
specialist in organisational behaviour and management
Stakeholder analysis Targets: • decision-makers; people who have the power to make the
necessary changes; people with influence over decision-makers Constituents / Beneficiaries: • the people you work with and for; those who are expected
benefit from your advocacy Allies: • those who share your aims and can help to influence or put
pressure on the decision-makers Opponents / Adversaries: • those who are opposed to what you want to achieve and will try
to block the changes you want to see
Identify and prioritise targets Targets are influential individuals, groups or institutions• At national and international levels, targets are usually those with
power to make policy or programme decisions• At local level, those with formal power and also charismatic people
with informal power or influence Why prioritise?• limited resources• need to focus on those with greatest capacity to take action
Easier if aims and objectives are clear Need to understand the decision making process Will help us plan strategically Will help in choosing most appropriate methods or activities
Direct and indirect targets May have to work through others if best target is not accessible, i.e.
those who influence those with influence Direct advocacy targets• are the groups or the individuals whose practices, habits or
behaviours you want to change in order to reach your objectives or who are the decision-takers.
• Depending on your objectives of change, these can include: public authorities, judges, probation officers, etc.
Indirect advocacy targets• consist of groups of people or individuals that can influence the
choices and priorities of your direct targets. • They can include the media, the public, etc.
Group brain storms some examples of direct and indirect targets
Indirect targetsTo influence the President To influence a community leader
President
Permanent Secretary
Ministers
President’s friends
Community Leader
Family Relations
Village elders Traditional
healer
Indirect targets to influence a minister
Who has power &/or influence Politicians and parties (elected, appointed) in formal government Civil servants Faith organisations and faith leaders Business associations and big companies Lawyers, judges, doctors, academics, teachers and other professionals Media - including television, radio, newspapers and magazines Trade unions and workers associations Consumer organisations and consumer groups Women’s groups NGOs and civil society organisations Regional institutions – EU, regional trade groups, etc. International institutions – World Bank/IMF, World Trade Organisation,
UN agencies, etc
Group work – Influence map Choose one objective for this practice exercise
• in reality you need to do all• Write it in the middle of the paper
Draw all the groups, organisations, government departments, religious leaders individuals etc that could be targeted to influence the changes identified in the objective• Include opponents to your objective• Distinguish direct and indirect targets, link with arrows• Show the degree of closeness between the target and your organisation• Show the level of their agreement with your advocacy objective• Show how much influence they have over the advocacy objective
This is easier if your objectives are specific – refine your objectives if required
Minister of Education
Representative councils of
schools
Advocacy ObjectiveTo include sexual health education in the secondary school curriculum by 2004
Business Organisations
School Directors
City councillors
Teachers
Unicef & WHO
City education centres
KeyCircle size = influence on advocacy objectiveDistance from NGO = closeness of relationshipLine Thickness = strength of support for advocacy objective
Reference: Adapted from advocacy skills building workshop National AIDS Foundation Mongolia, Feb 2002
Example Target Influence Map
Target Information TableTarget How to
contact target
Target’s feelings about the advocacy issue
How to influence the target
Target’s way of making decisions
Target listens to…
Research and know your
targets
ExampleTarget How to contact
targetTarget’s feelings about the advocacy issue
How to influence the target
Target’s way of making decisions
Target listens to…
The President of the Republic of Zimbabwe
Write a letter
Through the President’s Office
Negative Majority rule Through Parliament
Ministers
Governors
Dr T Stamp Through the Ministry of Health
Through letters, meetings and ceremonies
Supportive NGOs
Argument of ‘good health delivery system
Consultation NGOs
Ministry of Health personnel
Governors
Provincial AIDS Councils (PAC)
Through direct approach
Through visits, phone calls, meetings, invitations to function
Negative NGO achievements
Stakeholders’ meetings
Through PAC or District Council DAC) committees
Local traditional leaders
NGOs
P Misihairambwi By phone, email, through interviews
Very supportive Experience as an NGO activist
Her post in parliament
Through contacts with influential people
NGOs
Donors
Individual activists
Reference: Adapted from advocacy skills building workshop for International HIV/AIDS Alliance, Zimbabwe, July 2001
STEP 5 – IDENTIFY ALLIES AND ADVERSARIES
Step 5 – Identify allies and adversaries
Objective : to identify individuals, groups or institutions that can assist in achieving FAHCI advocacy objectives
Achieved by• Discussion of working together in coalitions• Groupwork – Influence mapping
Outcome: participants understand how to identify allies and how different allies can make different contributions to reaching FAHCI’s advocacy objective
What you need to know about your allies
How well do they support your advocacy issue? Do they have any misgivings about your advocacy
campaign? If so, what are they? What do they hope to gain from the advocacy? How well resourced are they in terms of the campaign? What are they willing to do to support the campaign? How involved and informed do they expect to be? Do they have issues with any other prospective allies?
Research and know your allies
3 models of joint working
Networks• Information sharing and support • Not much joint activity
Coalitions• Joint working, often single issue or campaign • Usually limited lifespan
Alliances• Joint strategies and implementation • Long-term trust • Regular consultation
Allies and Coalitions Take time and energy to develop and maintain Need to build trusting relationships Need to keep everyone constantly informed and involved Short or long term, formal or informal Possible allies with whom to form coalitions
• People directly effected by the issue• CSOs, CBOs, NGOs, • Business people• Supportive/sympathetic journalists• Supportive local/national government officials who can lobby from inside• Allies in other parts of the country, countries, counterpart organisation
who can push from outside Possible to turn indirect targets into allies
Coalitions
Advantages Adds weigh to your issue You speak with a louder
voice Can share resources, skills
etc Gives your organisation
recognition Gives organisation a
higher profile
Disadvantages Difficulty in coordinating Competition over
leadership and representation
Issues of ownership or programme and results
Your organisation’s agenda may be different from others
Increase workload
Management Strategies for Africa © 2013
“If you want to walk fast, walk alone If you want to walk far, walk together“
West African proverb
What you need to know about opponents
Why do they oppose you? How actively will they oppose you? Will they be reactive
(just counteracting your moves) or proactive? What will they do to challenge you? What battleground are
they likely to choose? How much power do they have (money, influence,
numbers)? What are their strategies and tactics? What are their policies and beliefs? Are there areas where
you might agree? Who influences them? AND Who is influenced by them?
Research and know your opponents
Research and know your opponents
Research and know your allies
Research and know your targets
Group work –Influence Map Use your previous influence map diagram Think who else could have a positive impact on the
issue? Who else is working on the same issue? Who are your “ natural” allies? Are they “true” allies for
this issue? Are they happy to work in coalition? For each ally, include in the diagram your understanding
of• What they can gain by joining your alliance• What they can offer to the advocacy work• What are their limitations?
Minister of Education
Representative councils of
schools
NGO Coalition Advocacy ObjectiveTo include sexual health education in the secondary school curriculum by 2004
Business Organisatio
ns
School Directors
City councillors
Teachers
Unicef & WHO
City education centres
Parents
NGOsMongolian Child Rights CentreMongolian Youth Development CentreChildren's Life Skills CentreGain: Higher profile, meet targetsOffer: Information, good Min of Ed contactsLimitations: Lack of staff time
Ministry of HealthGain: Meet public health targetsOffer: Contacts within GovernmentLimitations: Poor relationship with Min of Education
Ministry Professional association of doctorsThey Gain: Influence on schools, good publicityThey Offer: Health expertise, public respect Limitations: medical biais
Professional associations of
teachers
Influence Map
KeyCircle = TargetsBoxes = alliesSize = influence on advocacy objectiveDistance from NGO = closeness of relationshipLine Thickness = strength of support for advocacy objective
Constructive feedback
Look at the other group’s work How can they improve their aim, objectives,
selection and analysis of targets and allies? Each group to decide on one piece of advice
they would give other NGO’s planning their advocacy work
Remember targets can become allies during your advocacy work
STEP 6 - IDENTIFY RESOURCESSession
Step 6 - Identify resources
Objective: to be able to identify existing resources to address selected advocacy issue
Achieved by • Group work
Outcome: participants will be able to identify the resources available for their advocacy campaign
Discussion
Brain storm what kind of resources are useful for advocacy work• People• Contacts• Information• Skills• Money• Equipment• Access to media in all its forms
Group work
Identify all the resources FAHCI has available to address your advocacy aim and objectives
Differentiate between resources you have now and those you intend to mobilise in the future
ExampleResources available for advocacy for the Ministry of Health to integrate voluntary counseling and testing into surveillance sitesResources currently available
Financial resources Human resources Other resources
Small amount of money from care budget now available due to extra donation of medicines
Members of association Support of secretariat at Initiative Privée et Communautaire Contre le Sida au Burkina Faso
Team Leaders skilled in advocacy and networkingGood relationships
Space in association’s officeSource documentsMeans of transport
Reference: Adapted from advocacy workshop International HIV/AIDS Alliance / ICASO, Burkino Faso, October 1999
STEP 7 - WRITING YOUR ACTION PLAN
Session
Step 7 - Writing your action plan
Objective: to be able to write an action plan of activities to achieve you advocacy objective
Achieved by• Group work
Outcome: participants understand how to start to prepare their advocacy plan
Discussion
Action plan consists of a specific set of activities with a timeline, showing who is responsible for implementing each
Who should be involved in developing actions plans?
How do you decide which advocacy method to use?
Advocacy planAdvocacy aim:
Objectives Targets Activities Resources Required
Person / organisation responsible
Timeframe Expected outcome
ExampleAdvocacy aim: Encourage the community leaders in Gombahari to publically support PLWHA
Objectives Targets Activities Resources Required
Person / organisation responsible
Time frame
Expected outcome
Indicators
1. By July 2002, 3 influential community leaders will make positive public statements defending PLWHA
All community leaders
Meeting with all community leaders of Gombahari on stigmatisation of PLWHA
Manpower: team leader, community leadersStationery: books, pens etc for record keepingVehicle, FoodMoney
Team leader of organisation
Sept 2001
Come up with 3 most influential leaders
Leaders:-Who are listened to by other leaders-- from whom local people ask for advice most often-Who have successfully led a change in policy or practice in the pastMonitoring methods: informal survey, observation at the meeting
3 most influential leaders
One to one meetings with the 3 leader who were most influential during the meeting
Team Leader, community leaders
MoneyVehicle
Team leader Oct 2001
Positive support from 3 community leaders willing to make public statements
Leaders:- Show understanding of why stigma is a problem- Show understanding of how public support for PLWHA can help-Promise to make public statement in support of PLWHAMonitoring methods: NGO reps observe and discuss after meeting
Community members
Meetings between 3 community leaders and their communities
Manpower: team leader, 3 community leaders, PLWHA, community
Team leader, community leaders
April 2002
Public statement defending PLWHA
# positive statement# people hearing statementsMonitoring methods: NGO reps attend and observe meetings, informal surveys in community
How to choose appropriate advocacy methods
Every case if different Choice depends on• The target person / group / institution• The advocacy issue• The advocacy objective• The evidence to support your objective• The skills and resources of your organisation or
coalition• Timing
Advocacy Methods Position paper or briefing note Lobbying or face to face meetings Presentation Drama Press Releases Media Interview Press conference
Advocacy MethodsAdvocacy Objective: Direct targets:Indirect targets:
To persuade managers of the 10 largest companies in Andhra Pradesh state to end compulsory testing of workers and dismissal of HIV+ workersGeneral managers of companiesLabour unions, board of directors, personnel managers
Method Strengths Weaknesses
Analysing and influencing legislation and / or their implementation
If analysis shows that company’s current practices are costing them money, this can be powerful evidence. Beneficiaries can provide expertise
Criticism of policies could anger managersNot useful for managers who dislike formal policies
Position paper or briefing note
OK for presenting to senior managersUseful background briefing for journalistsEnsures public statement by allies always agree
Can easily be lost among other paperworkSome managers do not like reading papersDifficult to involve beneficiaries
Working from inside Some manager may listen more closely to people they knowMany opportunities within labour unions
Limited opportunities in companies – all policy is made by managers and directors
Lobbying or face to face meetings
Opportunity to present “ human face” of the issue and build a personal relationshipBeneficiaries can explain their case directly
Managers often too busy to attendBoard members not interested in the issues and afraid of HIV+ people
Presentation Opportunity to present case in a controlled way, direct to decision makers Managers often too busyDifficult to gain permission for presentation to board of directors
Drama Emotional appeal work with some managersSuitable for mass meetings of labour unionsBeneficiaries can advise on story , or perform
Some decision makers will feel that drama is only for the illiterateDifficult to find opportunity to perform to managers and directors
Press Releases Useful for organisation needing public supportUseful to launch a campaign or for quick reaction to opposition or new developmentsInexpensive
No use for companies who do not need / want public supportDifficult to involved beneficiaries
Media Interview Same as for press releaseUseful at times when advocacy issue needs “a human face”Inexpensive
Can have negative impact of the interviewer is not prepared or does not deliver message wellCan be manipulated by journalist
Press conference Same as for press releaseGood for presenting evidence, especially case studies/ examplesUseful to launch a major campaign of for reaction to serious opposition or major new developmentsEasy to involve beneficiaries and allies, and give them public recognition
As for press releaseRequires high level of organisationExpensive
Group work
Decide on advocacy method/ activities• Diagram of targets• Problem analysis• List of advocacy methods • Advocacy in Action handouts
Why does each target support or oppose the advocacy solution?
How can each target be moved towards supporting the advocacy solution?
Draw up your plan
ExampleAim The overall purpose of the advocacy initiative:
To improve poor people’s health by increasing access to medicinesObjectives Specific things to be achieved in short and medium term on the way to achieving the aim:
To increase the budget for primary health care centres; generic drugs policy introducedActivities What will be done:
research into the issue; lobbying decision-makers; running a public campaign; organising a seminar, etc.
Outputs What will be produced and happen as a result of activities: 2 briefing papers – published and distributed; 7 meetings with decision makers; 1 mass cycle ride and 2 public meetings; seminar attended by 70 people
Outcomes What you believe will happen as a result of your advocacy. It is useful to divide these into: SHORT TERM: The issue has become part of national debate and politicians are asking for an increase in next year’s budget. MEDIUM TERM: Increase in the budget is agreed; generic health policy in place LONG TERM: More medicines available in rural health clinics; child mortality decreased; loss of income through illness decreased
Advocacy framework
Issue selectionStep 1
Gather and analyze information on the issueStep 2
Develop advocacy aims and objectivesStep 3
Identify your targetsStep 4
Identify your resourcesStep 6
Identify your allies and adversariesStep 5
Create and action planStep 7
Implement, monitor and evaluateStep 8
You know…
what you are trying to achieve who your targets are, who your allies are,
who your opponents are the resources available to you You have identified your advocacy activities how to measure your success You have made your advocacy plan
LOBBYING AND CAMPAIGNINGSection 3
What is Lobbying? A Lobby
• A group, organization or association engaged in trying to influence legislators or other public officials in favour of a specific cause.
• Originally the term referred to persons frequenting the lobbies or corridors of government buildings in order to speak to lawmakers.
Lobbying • The definition of the activity of lobbying is a matter of differing interpretation.
Mostly, lobbying is limited to describing direct attempts to influence policy makers, public officials or other decision makers through personal interviews and persuasion.
However, some people use the term inter-changeably with advocacy and for them it covers all attempts to influence directly or indirectly any policy, practice or government activity, and includes any attempt to influence legislators, their staff, civil servants, and members of regulatory agencies
Lobbyist • The person or entity that does the work of lobbying
Making the first approach
Don’t worry if you are meeting with an individual or ogranisation you don’t know
3 steps1. Find out who is the right person in the organisation or
institution 2. Call them or their administrator/secretary/PA to
arrange a meeting3. If you are not able to arrange an appointment on the
phone – this is common because people usually want evidence that you are who you say you are - write a brief letter (not an email) to the person
First approaches (1)1. Find the right person
• Search institutional websites• Ask alliance or network partners • Speak to advocacy colleagues in other agencies• Ask relevant friends and relatives
2. Call them or their administrator/secretary/PA• say briefly who you are, what your organisation does and why you would like to
arrange a meeting with the decision-maker • if the person says they are not the right person to speak with, ask them for the
name and contact of the person you should speak to • use the opportunity of the phone call to check the spelling of person’s name, and
their job title • be friendly and respectful whoever you are talking to – this person may be the key
to getting access to higher level decision makers • if you are given the appointment straight way congratulate yourself and prepare
for it
First approaches (2)1. Find the right person 2. Call them or their administrator/secretary/PA3. If you are not able to arrange an appointment on the phone – this is
common because people usually want evidence that you are who you say you are write a brief letter (not an email) to the person outlining • basic information about your organisation or alliance • basic information about your advocacy issue and main concerns • stating you would welcome a meeting to find out more about the
decision-makers/institutions policy/thinking on the issue and discuss your concerns • saying you would be pleased to invite them to your office, or to go to theirs
Wait two weeks. If you haven’t heard anything, follow up with a phone call, politely asking whether they have received your letter and whether an appointment would be possible, or if not, ask if there is someone else in the institution you could speak with.
Top Tips for Successful lobbyingPREPARE, PREPARE, PREPARE!
Be clear what you want Know the views of the people to be lobbied What’s in it for them – why should they change their views
Develop your messages Be simple and explicit What is the issue What do you want them to do about it Use examples that will engage their interest Prepare a short brief – large type
Plan and rehearse Consider the best time and place for a meeting Be sure you know the venue Arrive on time; be prepared to leave before time Dress appropriately Be polite, acknowledge status Give name cards
Use negotiating techniques
Be conscious of your body language Relax, keep your voice calm Listen actively – don’t interrupt, demonstrate empathy Ask questions Keep to time – brief is best; don’t get distracted, stick to your plan
Build relationships: the messenger can be as important as the message
Consistency of personnel builds trust and transparencyBeing a credible and reliable source of information makes people listen Consider involving someone who is directly effected by the issue Be friendly, use social skills Keep in regular contact Always finish a meeting by suggesting another one would be useful
Developing a public campaign1 Ask yourselves why you need to have a campaign
What are you concerned about? What needs to change? Why hasn’t change happened already? How would communicating with a wider public help?
2 Decide on your target audience(s) for the campaign – be specific Who is most likely to respond to the issue? Who do you want to be involved? You must know your target audience really well.
What media do they read/watch/listen to? What are they enthusiastic about? What styles and approaches would they respond to? What would alienate them?
3 Develop your message The campaign not an exercise in education. Communicate one message only. Be straightforward and simple. Start from where your audience is, don’t assume they know anything about the issue. All issues are complex but your campaign must not be. Complexity de-motivates people, makes them confused and reduces their willingness to listen to what you are saying. A good picture is worth a thousand words.
4 Design, plan, and timetable and budget for your campaign activities. You need to have clear objectives and know exactly what you are going to do from the start. Are there any volunteers who could help you with campaign activities? Would any businesses sponsor you by providing services?
5 Before you launch your campaign, inform other NGOs and civil groups about it. Ask them if they would like to join.
6 Establish a way of recording the names and addresses of campaign supporters. If resources permit, provide them with feedback as the campaign progresses – this will maintain their enthusiasm and interest and allow you to call on them for further support in the future.