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









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









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.

advocacy workshop day2

Government & Nonprofit