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Advocacy Trainingfor Tunisian Civil Society
Arwa HassanMiddle East North Africa Department
What is advocacy?
What is advocacy?
1
2
3
4
An important feature of advocacy
Advocacy is about influencingpeople: But advocacy is not necessary antagonistic or confrontational.
Ian Chandler
Ask – is it working?
Start your activities
Identify how to make that change
Make a Plan of Action
Advocacy – what is it and why do we need it? Agenda
TI’s working definition of advocacy
“Critical but constructive engagement with all stakeholders (including local communities)” focusing on a process of change in:
who makes the decisions: participation of civil society, representation of community
what is decided: legislation, policies, budgets, programmes
how it is decided: transparency; participation of civil society
Ways of enforcement or implementation: accountability, awareness raising internat’l/regional conventions
Others’ definitions of advocacy
Advocacy is the process of influencing key decision-makers and opinion-formers (individuals and organisations) for changes to policies and practices that will work in poor people’s favour.’ Action Aid
Advocacy is the process of managinginformation and knowledge strategicallyto change and/or influence policies and practices that affect the lives of people
(particularly the disadvantaged). WASH Partnership Workshop
‘Advocacy is speaking up, drawing a community’s attention to an important issue, and directing decision-makers toward a solution. Advocacy is working with other people and organizations to make a difference.’ Centre for Development and Population Activities
„A process of influencing the attitudes and behaviours of targeted people in order to change the policy and practice of governments and other institutions“.Pressure Works (London)
√Changes in the policy and/or practice of institutions (e.g. budget allocation, legislation, access to services)√Changes in the attitude and behaviour of certain groups of people (e.g. the public to welcome asylum seekers)√Changes in the social, political and legal environment (e.g. Access to Information)Amnesty International
Group Discussion:What makes good advocacy?
• Can you share some of your experiences of success in advocacy?
• What advocacy efforts didn‘t go according to plan and why not?
Change
There is no problem
There is a problem, but there is nothing I can do.
There is a problem. What can I do about it?
I am ready for action
I take action and help others to take action
Change
Knowledge
ACTION
The Advocacy & Campaigning Cycle
Ian Chandler
Ask – is it working?
Start your activities
Identify how to make that change
Make a Plan of Action
Know what you want to change
1. what is the problem? 2. how will the process of change occur? (including advocacy environment and our capacity to take action)3. who are the key people to decide changes? 4. what are the activities or tactics (including messages)?
Planning process for strategic advocacy
That requires a clear, well-thought-out strategy, regardless of whether you want to do high-level lobbying of policy makers, hold a communications event or engage the public in a campaign.
It’s as complicated and simple as those four questions …
Why are we doing this advocacy?
• To change people’s lives to be corruption-free.
• Therefore our aim or goal is a statement of how a particular group of people’s lives will be changed if our advocacy is successful.
• Example: Citizens will be empowered to fight corruption through the adoption of an effective UNCAC review mechanism that promotes their involvement and oversight.
What are we trying to make happen?• Changes in institutional practice or individual
behaviour that will contribute to the fulfilment of our aims.
• These are our advocacy objectives.
• They can be set for the whole campaign and for each activity in the campaign.
Advocacy Objectives
Write the outcome not your activity.• For example, don’t write:
“To lobby the government to ratify the UNCAC”“To educate the public about the extent that
corruption affects development”• Instead, write:
“The government to ratify and fully implement…”“The public to understand how much corruption
retards development”
Why set SMART* objectives?
• To be clear about our advocacy plans and what we are trying to achieve.
• To help plan and design our activities so that they achieve what we want.
• To help us monitor and evaluate the effectiveness of our work.
*Specific Measurable, Achievable (or Appropriate) (or Ambitious) Relevant (or Realistic), Time-bound
Picking a winning issue
• Prioritise issues in order of impact, importance and feasibility
• Think of your context on a national level• Feasibility may mean you do not choose to
tackle the largest problem identified in your NIS study.
• You may have other reasons for doing advocacy – be honest.
Importance
If you successfully addressed a major problem would it…
Address a major problem from the NIS or GCB? Result in real improvement to people’s livesStrengthen anti-corruption networks and alliances?Provide opportunities for citizen/ stakeholder engagement?
feasibility
Be manageable for your organization?
Chapter devt
Increase the organization’s visibility and reputation?Diversify funding opportunities?
Enhance partnership with govt/national orgs?
TOTAL:
Five step advocacy plan
1.Identify aims &
objectives
2. Organise
yourselves
3. Devise
influencing strategies
4. Develop activity
plan
5. Monitor & Evaluate
TI National Integrity System (NIS) Assessment Manual
Part 2: NIS Advocacy Guide - Draft Revision
Five step advocacy plan Step 1 : Aims and Objectives
1.Identify aims &
objectives
2. Organise
yourselves
3. Devise
influencing strategies
4. Develop activity
plan
5. Monitor & Evaluate
What’s the problem and what’s the process involved in implementing change?
“Problem tree” exercise can help narrow down the change that needs to occur.
What’s the problem and what’s the process involved in implementing change?
• „Picking a Winning Issue“ checklist helps find the right topic• “Problem tree” exercise helps narrow down the change that
needs to occur.• SMART objectives help clearly define what has to happen.
(Specific, Measurable, Achievable, Realistic and Time-bound)
• Advocacy Expected Result: Phrasing your goal concisely• Theory of Change can help you think through the overall
„game plan“
Choosing an Advocacy Issue Picking a winner
How to pick a winning issue for your advocacy plans
(using a tool on an Excel Table)
Step 1: Write the names of the issues you wish to analyse at the top of the table
Step 2: Look at the analysis criteria on the left hand side, and see if you need to add any (for irrelevant criteria, see Step 3). For an explanation of each criteria, click on the red triangle on the top right corner of each criteria.
Step 3: Choose the importance of each criteria for your Chapter from, from 0 - 'not important at all', to 3 - 'very important'. You are offered a choice by a drop down menu
Step 4: Assign a value to the issue against the criteria, with 0 - not meeting the criteria at all, and 3 - meeting the criteria fully
Step 5: See the total number at the bottom of the table -this will help you identify your winning issue!
Country Country Country Country Country
Importance of
the criteria
0 - lowest
3 - highest
Issue 1 Issue 2 Issue 3 Issue 4 Issue 5
insert issue insert issue insert issue insert issue insert issue
Will resolving the issue…
Value: 0 - lowest
3 - highest
Total
Value: 0 - lowest
3 - highest
Total
Value: 0 - lowest
3 - highest
Total
Value: 0 - lowest
3 - highest
Total
Value: 0 - lowest
3 - highest
Total
Importance
Address a key weakness in the National Integrity System
Reduce corruption and promote good governance
Result in real improvement of people's lives
Strengthen a-c networks and alliances
Provide opportunity for citizen/ stakeholder engagement
Promote awareness of, and respect for, rights
Alignment
Be consistent with your Chapter's strategy and values
Contribute to the TI Strategy 2015 and global movement priorities
Require your involvement (i.e. there is clear value added)
Feasibility
Have clear solutions based on good evidence
Be widely and deeply felt
Be easy to communicate and understand
Draw on your previous work and experience
Provide opportunity for regional synergy and action
Be non-divisive among your key constituents
Be winnable (i.e. have reasonable chance of success)
Development
Increase Chapter visibility
Grow Chapter reputation
Develop and consolidate Chapter partnerships
Build internal capacity of the organisation & staff
Grow volume and diversity of funding
Strengthen the integration and cooperation of the TI movement
Specificity
Add your own criteria
Add your own criteria
Add your own criteria
Add your own criteria
Add your own criteria
Add your own criteria
Add your own criteria
Total 0 0 0 0 0
Problem Tree Analysis
• The ‘Problem Tree’ is a participatory visual method that maps out the cause-effect logic of the problem being addressed.
• It helps to visualize the complexities of the problem its causes and effects
• It helps to identify and prioritize the most important causes of the problem to be addressed to maximize results
Example of a Problem Tree
Dormant political parties
Uncredible or corrupt sources
of funding
Domination of vested interests
in politics
Corruption in the funding of political parties
Co
ns
eq
ue
nc
es
Ca
us
es
Eliteleadership
No legal framework on
donations
Members uninvolved
Lack of political commitment
The problem
Inadequate capacity
Poor fundraising strategy
No Political Financing policy
Government not funding political
parties
Funding of party relies on rich individuals
Poor party policies
Lack of financial sustainability
Misplaced priorities and
policies
Problem Tree Analysis
• The primary reason for carrying out a problem analysis is to develop a hierarchal relationship between causes and consequences, based on a cause-effect logic
• In an advocacy effort, it is the causes that are targeted, NOT the consequences: A proposal to solve a problem will be effective only if it addresses the root causes of a problem.
Problems to solutions
• Now we know what problem we want to change.
• Next we need to analyse the problem and find solutions
• We also need to identify if there are gaps where we need more research.
• Then we need to identify clearly what we will do to try to move towards solving the problem
Creating a “Solution Tree”
Active political parties and more
democracy
Credible and transparent sources of
funding
Opening for many interests
in politics
Reforming the system ofpolitical parties
funding
Be
nefits
Ob
jectives
Involve others in
leadership
Objective: Establish legal framework on
donations
Involve Members
Public demand for
political commitmen
t
Goal
Develop capacity
Help develop new fundraising
strategiesDevelop Political Financing policy
Objective: Government
funding political parties
Objective: Set limits rich
individuals’ donations
Reform party
policies
Greater financial sustainability
Better placed priorities and
policies
Aims and Objectives
1. Identify your main aim in each group– How will people’s lives be changed?
2. Identify some objectives that can get you closer to that aim.
– Specific outcomes that help achieve the aim.
3. Identify some of the smaller results– Specific changes that contribute towards the
objective – you know you are on the right path!
ChangeAIM: - People can access healthcare without fearing additional arbitrary costs of bribing.
Objectives: - Hospital adopts a no tolerance policy for bribery- Doctors sign joint action pledge not to ask for or receive bribes
Result:- Hospital agrees tackling corruption is a priority. - Corruption in the hospital is profiled in the media
Agree your position: Write a position paper
• A shorter version of a big report.
• Succinct• Use clear guiding headlines• Defines the problem and the
root causes• Includes clear
recommendations• Make sure there is internal
agreement.• Share to create alliances
This helps develop your key arguments and your key data. It helps everyone be on the same page and helps communicate your ideas.
1 or 2 pages (max 4 sides)
Ian Chandler
Recap: Know what you want to change
1. Pick a winning issue
2. Turn the problem into possible solutions
3. Identify your aim and your objectives
4. Agree your position
The Advocacy & Campaigning Cycle
Ian Chandler
Ask – is it working?
Start your activities
Identify how to make that change
Make a Plan of Action
Know what you want to change
Ian Chandler
Identify how to make that change
• Who do we need to work with or target?
• What can we do to influence them?
$100
Group Discussion
• What worked? Why?• Why did it not work? • What influenced the decision?
Advocacy is contestedAdvocacy is about promoting a point of view in competition with other views. These other views can arise from:• vested interests• different values• alternative perspectives• other priorities• pressure from other stakeholders
If we are to be successful, we must understand and neutralise opposing arguments
How does change happen?
• Where is the decision made?• Who makes the decision?• How is the decision made?• When is the decision made?• What influences the decision?
Group Brainstorm
1. Choose an objective and clarify who the decision maker is.
2. Develop all the reasons for or against taking the decision you want them to take from their perspective.
3. Who or what has the most influence on the decision maker?
Decision-makerFor Against
Channels of Influence
Resources:•People•Funds•Knowledge
NGO
Int’l Donors Minister of
Health
Issue orbeneficiaries
Senior religious leaders
Nat’l Media
Senate Cttee
Ian Chandler
Chains of Influence
NGO Media Minister
NGO Civil Servants Senate Cttee Minister
NGO Arch-BishopClergyParishioners Minister
NGO Minister
Ian Chandler
Influence MapParliament
Academic research institute
Political party leaders
Minister of Justice
AdvocacyOrganisation
National Media
Individual MPs
Citizen action groups
Ian Chandler
Other NGO
Other NGO
Influence Map
TT
Ian Chandler
Day 2
Advocacy & Campaigning Strategy Map
Aim
ObjectiveOne
ObjectiveTwo
Result1.1
Result1.2
Result1.3
Result2.1
Result2.2
Action1.1.1
Action1.1.2
Action1.1.3
Resources (money, time, facilities, equipment)
Action1.2.1
Action1.2.2
Action1.3.1
Action2.1.1
Action2.1.2
Action2.2.1
Action2.2.2
What are the campaigning mechanisms?
• Research and analysis• Lobbying• Media• Allies• Popular campaigning
But how can we influence them?
First, we need to do a stakeholder analysis
This helps us to: • Identify our allies & opponents• Prioritise who we should target to achieve
maximum influence• Determine the influencing strategy (what we
need to do) for each priority audience
Task 1: Brainstorm all stakeholders
• Put all the people from the influence map on separate post-it notes
• Are there others who might play a role? Include them too.
• Be specific – individual people, or specific groups (ie, not “parliament”)
Who are Stakeholders?
Stakeholders can be individuals, types of people or organisations who:
• Are affected by the issue• Can influence the issue
Why are they important?
• Some are natural or potential allies• Some are natural or potential opponents• Some are undecided• All can be subject to influence
Stakeholder Analysis
Helps us to:• Identify our allies & opponents• Prioritise who we should target to achieve
maximum influence• Determine the influencing strategy for each
priority audience
Stage 1Brainstorm all stakeholders
Aim for a long and comprehensive list• Don’t judge or censor as you brainstorm• Be creative• Sub-divide groups as appropriate so that
each named group can be seem to have a broadly common position and interest
Stage 2 Analyse the Stakeholders
We need to identify the most important stakeholders for our campaign– We want to put our attention and resources
where it will have most effect– We don’t want to spread ourselves too thin
influence
HIGH
MEDIUM
LOW
ANTI NEUTRAL PRO
interest
Task 2 Analyse stakeholders
influence
HIGH
MEDIUM
LOW
ANTI NEUTRAL PRO
interest
NEUTRALISEBUILD ALLIANCES
INCREASE INFLUENCE
MONITOR CON
VIN
CE O
F IM
PORT
ANCE
Exercise: Stakeholder Analysis
• Choose the decision-maker we will influence• Brainstorm all the stakeholders that could influence our chosen decision-
maker• Analyse against three basic questions:
1. Who agrees or disagrees with our objective? Rate them strong for, neutral, strongly against
2. How important does the stakeholder view objective/issue? High, Medium, Low
3. How influential, compared to others, is the stakeholder over the decision-maker?
What do we need to know?
1. How much do each of the stakeholders identified agree or disagree with us?
2. How important do they think the issue is?3. How much influence do they have over the
issue?
Stakeholder Analysis(Draw this table on a Flip-Chart)
Stakeholder Attitude Importance Influence
AA A N P PP L M H L M H
AA A N P PP L M H L M H
AA A N P PP L M H L M H
AA A N P PP L M H L M H
AA A N P PP L M H L M H
AA A N P PP L M H L M H
AA = Very Anti; A = Anti; N = Neutral; P = Pro; PP = Very ProL = Low; M = Medium; H = High
Question 1
• What is their attitude to your position?– Strongly in favour (pp – very pro)– In favour (p – pro)– Neutral (n)– Against (a – anti)– Strongly against (aa – very anti)
Question 2
• How important is this issue to them (compared with the other issues that they face)?– High Importance– Medium Importance– Low Importance
Question 3
• What degree of influence can they have over the decision maker (compared with the other stakeholders)?– High Influence– Medium Influence– Low Influence
Identifying actions for different purposes
• What types of actions build alliances?• What type of actions increase influence?• What types of action convinces people of
importance?• What type of action neutralises?• What types of action monitors?
Why do these activities?• Street protest• Law-suit• Phone calls• newspaper
advert• online video• Having coffee• Writing a friendly
email• Inviting them to
speak at an
event• A billboard• Tweeting• Radio shows /
phone ins• Op-eds• Capacity building
workshops• Building
coalitions• Lobbying
meetings• Town hall
meetings• Targeted
research• Public rallies• Leafleting• Policy papers• Petitions• Joint letter
Can we do everything?
• What is the socio-political context (beyond our control)? Will it help us or hinder us?
• We need to look at our resources (human and financial)
• What are we good at? What are we weak at?• We need to think about external opportunities
(are their big events Elections? Laws being discussed?)
• We need to think about risk.
• Legal• Security• Political• Communications• Cyber• Governance/management• Financial
Identify risk and analyse what you are comfortable with.
TI Health Check tool
Prioritizing objectives
Fragile Moderately developed Professional
Capacity is absent or at a very basic level of development; major deficiencies mean the chapter’s risk management systems and processes are not fit for purpose.
Capacity is developing but important areas for further improvement remain; the chapter’s risk management systems and processes achieve or approach a minimum standard.
Capacity is high and the chapter’s risk management systems and processes are working well; good practice can serve as an example to other chapters.
Recap: Identify how to make that change
• Identify decision-makers• Identify who influences them• Identify whether and how you can influence
them• Map all the stakeholders to identify what
tactics to use - which activities• Identify what is feasible – you can’t do
everything. Make sure you are safe.
The Advocacy & Campaigning Cycle
Ian Chandler
Ask – is it working?
Start your activities
Identify how to make that change
Make a Plan of Action
Ian Chandler
Make a Plan of Action
Setting the direction for advocacy
• You have your key issues• You know which people are important. • You have lots of types of activities that might be
useful for different types of people.• You need to think about which activity comes
when and think about times when you need to stay flexible.
• Now you need to think about how to make the change – and plan it
Advocacy & Campaigning Strategy Map
Aim
ObjectiveOne
ObjectiveTwo
Result1.1
Result1.2
Result1.3
Result2.1
Result2.2
Action1.1.1
Action1.1.2
Action1.1.3
Resources (money, time, facilities, equipment)
Action1.2.1
Action1.2.2
Action1.3.1
Action2.1.1
Action2.1.2
Action2.2.1
Action2.2.2
Action Plan – and monitoring
• The excel spreadsheet keeps all the information on the map in one place.
• It assigns people to different tasks• It gives times and deadlines• It helps show people what you are doing• It helps show you how you are doing
The Advocacy & Campaigning Cycle
Ian Chandler
Ask – is it working?
Start your activities
Identify how to make that change
Make a Plan of Action
Ask – is it working?
Start your activities
Good luck!
Arwa HassanRegional Outreach Manager, MENA Department ahassan@transparency.org
Appendix: Tips on holding a meeting
• What should you do before a meeting?• What should you do during a meeting?• What should you do after a meeting?
Appendix: Meeting skeleton
1. Introduce you and your constituency
2. Introduce the problem
3. Ask for something
4. Close the meeting by looking to the future
Appendix: How do TI Chapters organize themselves to do advocacy?
• Get support from senior NC trustees (Board, Advisors, Well-Wishers)
• Keep internal and external stakeholders informed with feedback about their input
• Give everyone an entry point & a next step• Use networks carefully: shared expectations to achieve shared
aims• With allies and targets, focus on individuals and not
organizations
Appendix: SWOT Analysis
Strengths1. 2. 3.
Weaknesses1. 2. 3.
Threats1. 2. 3.
Opportunities1. 2. 3.
Internal to the organisation
External to the organisation
Positive factors Negative factors
Appendix: Monitoring and evaluation
Keep it simple!
Monitoring & Evaluation of advocacy – why do it?
To steer – to identify how your plans need to be modified to achieve aims and objectives
To learn – so that your experience helps you to be more effective next time
To be accountable – to funders, managers, colleagues, partners, beneficiaries, etc
To motivate – staff, supporters, partners, etc
M&E Questions
• How efficiently are we working?• Are we doing better than before? • How effective are our products? • Are there unexpected outcomes or factors?• How much impact are these outcomes
having on the decision maker?• If we are not influencing, what is
influencing the decision maker?• Are peoples’ lives getting better because of
our advocacy?
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