Briefing Document Policy Influence: Lobby and Advocacy

March meeting Sri Lanka March 9, 2012

1. Defining Advocacy and Lobbying

Influencing policy consists of two main actions that are often used interchangeably: advocacy and

lobbying. However a distinction between the two terms exists1:

Advocacy refers to the process of achieving a specific change in behaviour, policy and/or

practice through a set of organised activities such as holding press conferences, lobbying,

campaigning, media exposure, public and political debates, launching a research study, or

raising awareness in the general public (such as protests, events or community organisation).

Advocacy involves negotiations and valid data and arguments to convince policy makers.

Lobbying can be an activity planned within an advocacy campaign, but involves direct

communication with the individuals responsible for making the desired change, or else with

someone who can influence these persons. Lobbying requires a strong understanding both of

the political and procedural structure of a country, including the formal and informal

procedures for changing a policy or a law, and of which individuals or groups can make or

influence this change. Lobbying involves a more personal relationship with policy makers,

achieved through formal, semi-formal and informal meetings, membership and participation

in boards and committees, direct communications and trust and good will.

2. What can be reached through policy influencing activities?

Key dimensions of possible policy impact2:

Framing debates and getting issues on to the political agenda: this is about attitudinal change,

drawing attention to new issues and affecting the awareness, attitudes or perceptions of key

stakeholders.

Encouraging discursive commitments from states and other policy actors: affecting language

and

rhetoric is important to, for example, promote recognition of specific groups or endorsements

of international declarations.

Securing procedural change at domestic or international level: changes in the process whereby

policy decisions are made, such as opening new spaces for policy dialogue.

Affecting policy content: while legislative change is not the sum total of policy change, it is an

important element.

Influencing behaviour change in key actors: policy change requires changes in behaviour and

implementation at various levels in order to be meaningful and sustainable.

1 CRINMAIL 2041 (7 September 2011) 2 Overseas Development Institute (2011); A guide to monitoring and evaluating policy influence

Jones, N. and Villar, E. (2008); ‘Situating children in international development policy: challenges involved in successful

evidence-informed policy influencing’ in Evidence and Policy, vol. 4, no.1: p.53-73

3. Policy influencing approaches

Activities to influence policy can be distinguished between different approaches3:

Approaches that follow ‘inside track’: influence change through cooperation and working

closely with decision makers (lobbying and advising)

Approaches that follow ‘outside track’: influence change through pressure and confrontation

(advocacy and activism)

Approaches that are led by evidence and research (advising and advocacy)

Approaches that involve, primarily, values and interests (lobbying and activism)

4. Actions step by step

Before you start with lobbying or advocacy you need to define:

WHO are you? (what are the objectives of the organization: e.g., history, mission, target

group, identity)

WHAT is the problem and what changes do you want to achieve with your action? (issue and

lobby goal)

WHO can make those changes happen? (e.g., decision maker, someone who can influence

decision maker, target group)

With WHOM? (e.g., other stakeholders, cooperation, bottlenecks)

HOW you can convince this person/institution to make the changes you want? (e.g., lobby

plan and strategy, methods, capacity, procedures, time schedule, partnerships, identify lobby

moments)

3 Overseas Development Institute (2011); A guide to monitoring and evaluating policy influence

Keep the above questions in mind when planning an advocacy project in 9 steps4:

Step 1: Defining the problem you want to address

From the beginning you should have a clear definition and understanding of the problem or

issue you like to address, the situation in your country or region, your final goal and to what

extent advocacy will contribute to the achievement of this goal.

Step 2: Developing and defining the aim and objectives

Aim is the long term result that you’re seeking (can be general) and objective is the short term

target (SMART) that contributes towards achieving the long term aim. Define what you will

accomplish, where and with whom.

Step 3: Identifying the advocacy targets

Identify your direct and indirect advocacy targets. Direct advocacy targets are the groups or

individuals whose practices, habits or behaviours you want to change in order to reach your

objectives or who are the decision-takers (e.g., public authorities, judges, probation officers,

etc.). The indirect advocacy targets are groups of people or individuals that can influence the

choices and priorities of your direct targets (e.g., media, the public, policy advisors etc.).

Step 4: Developing your message(s)

Formulate your aim and objectives in clear advocacy message(s) in a language that is adapted

to your advocacy target group(s). You need to gather evidence, valid data and good

arguments to ground your message and convince advocacy targets.

Step 5: Identifying your allies and your adversaries

Doing advocacy in a coalition with other stakeholders can often achieve more than doing

advocacy individually. Not just because of increased credibility, but also in terms of sharing

the resources (both financial and human). Identifying those opposing your cause, your

adversaries, can help to foresee obstacles or resistance you may encounter. ‘Neutral’ people

with no outspoken opinion yet on the advocacy issue, can be included in your indirect

advocacy targets, as they might become allies or adversaries.

Step 6: Identifying your resources

Identify which human, financial, information and skills resources you have to be able to judge

the viability of your advocacy plan and strategy.

Step 7: Developing an action plan

With the findings of steps 1 to 6 you’re able to develop a comprehensive advocacy action plan.

An action plan sets a timeline for each activity and indicates who is responsible for the

implementation of each activity. Also include expected barriers and challenges.

Step 8: Ensuring meaningful child participation

Think of how you can integrate the perspectives of children into your advocacy work, as

children have the right to participate in decisions that affect them (CRC article 12) and it will

give important information and new ideas that will be helpful in the advocacy work.

Step 9: Planning the monitoring and evaluation

Define how you will measure the impact of your advocacy activities. Agree on the indicators

for monitoring progress and evaluating the impact of activities.

4 Defence for Children International (2009); Advocacy Strategies Training Manual

5. Example of an advocacy action plan (DCI 2009)