First Draft of Advocacy Course - 3 parts: Day1, Day2, Day3

1. Advocacy framework
Issue selectionStep 1
Gather and analyze information on the
issue
Step 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

2. Example
Problem : 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

3. Group work – Research evidence
 Complete the Information Researching table
for 1 -2 solutions
 What Information / evidence is needed?
 Where / how to get it?

4. 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

5. Advocacy framework
Issue selectionStep 1
Gather and analyze information on the
issue
Step 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

6. Discussion topics
 How can we involve those people directly
affected by the issue when planning Steps 1
and 2?

7. STEP 3 - DEVELOP ADVOCACY AIMS
AND OBJECTIVES
Management Strategies for Africa ©
2013

8. 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 issue
Outcome: advocacy aim and objectives
drafted

9. 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.

10. 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 ……………………………………………..
……………………………………………………………….

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. STEP 4 - IDENTIFY YOUR TARGETS
Session

18. “If you want to change anything, you need first of
all to think about your source of power”
Charles Handy
author and philosopher
specialist in organisational behaviour and management

19. 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

20. 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

21. 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

22. Indirect targets
To influence the President To influence a community leader
President
Permanent Secretary
Ministers
President’s friends
Community
Leader
Family Relations
Village
elders Traditional
healer

23. Indirect targets to influence a minister

24. 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

25. 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

26. Minister of
Education
Representative
councils of
schools
Advocacy Objective
To include sexual health education in
the secondary school curriculum by
2004
Business
Organisations
School
Directors
City
councillors
Teachers
Unicef &
WHO
City education
centres
Key
Circle size = influence on advocacy objective
Distance from NGO = closeness of relationship
Line Thickness = strength of support for advocacy objective
Reference: Adapted from advocacy skills building workshop National AIDS Foundation Mongolia, Feb 2002
Example Target Influence Map

27. Target Information Table
Target 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

28. Example
Target 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…
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

29. STEP 5 – IDENTIFY ALLIES AND
ADVERSARIES

30. 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

31. 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

32. 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

33. 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

34. 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

35. “If you want to walk fast, walk alone
If you want to walk far, walk together“
West African proverb
Management Strategies for Africa ©
2013

36. 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

37. Research and know
your opponents
Research and know your allies
Research and know
your targets

38. 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?

39. Minister of Education
Representative
councils of
schools
NGO Coalition
Advocacy Objective
To include sexual health education in the
secondary school curriculum by 2004
Business
Organisati
ons
School
Directors
City
councillors
Teachers
Unicef &
WHO
City education
centres
Parents
NGOs
Mongolian Child Rights Centre
Mongolian Youth
Development Centre
Children's Life Skills Centre
Gain: Higher profile, meet
targets
Offer: Information, good Min
of Ed contacts
Limitations: Lack of staff time
Ministry of Health
Gain: Meet public
health targets
Offer: Contacts within
Government
Limitations: Poor
relationship with Min
of Education
Ministry Professional
association of doctors
They Gain: Influence on
schools, good publicity
They Offer: Health
expertise, public respect
Limitations: medical biais
Professional
associations of
teachers
Influence Map
Key
Circle = Targets
Boxes = allies
Size = influence on advocacy objective
Distance from NGO = closeness of
relationship
Line Thickness = strength of support for
advocacy objective

40. 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

41. STEP 6 - IDENTIFY RESOURCES
Session

42. 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

43. 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

44. 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

45. Example
Resources available for advocacy for the Ministry of Health to integrate voluntary
counseling and testing into surveillance sites
Resources 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 networking
Good relationships
Space in association’s
office
Source documents
Means of transport
Reference: Adapted from advocacy workshop International HIV/AIDS Alliance / ICASO, Burkino Faso, October 1999

46. STEP 7 - WRITING YOUR ACTION
PLAN
Session

47. 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

48. 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?

49. Advocacy plan
Advocacy aim:
Objectives Targets Activities Resources
Required
Person /
organisation
responsible
Timeframe Expected
outcome

50. Example
Advocacy 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
leaders
Stationery:
books, pens
etc for record
keeping
Vehicle, Food
Money
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 past
Monitoring 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
Money
Vehicle
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 PLWHA
Monitoring 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 statements
Monitoring methods: NGO reps
attend and observe meetings,
informal surveys in community

51. 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

52. Advocacy Methods
 Position paper or briefing note
 Lobbying or face to face meetings
 Presentation
 Drama
 Press Releases
 Media Interview
 Press conference

53. Advocacy Methods
Advocacy 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+ workers
General managers of companies
Labour 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 managers
Not useful for managers who dislike formal policies
Position paper or briefing
note
OK for presenting to senior managers
Useful background briefing for journalists
Ensures public statement by allies always agree
Can easily be lost among other paperwork
Some managers do not like reading papers
Difficult to involve beneficiaries
Working from inside Some manager may listen more closely to people they know
Many 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 relationship
Beneficiaries can explain their case directly
Managers often too busy to attend
Board 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 busy
Difficult to gain permission for presentation to board of
directors
Drama Emotional appeal work with some managers
Suitable for mass meetings of labour unions
Beneficiaries can advise on story , or perform
Some decision makers will feel that drama is only for the
illiterate
Difficult to find opportunity to perform to managers and
directors
Press Releases Useful for organisation needing public support
Useful to launch a campaign or for quick reaction to opposition or new developments
Inexpensive
No use for companies who do not need / want public
support
Difficult to involved beneficiaries
Media Interview Same as for press release
Useful 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 well
Can be manipulated by journalist
Press conference Same as for press release
Good for presenting evidence, especially case studies/ examples
Useful to launch a major campaign of for reaction to serious opposition or major new
developments
Easy to involve beneficiaries and allies, and give them public recognition
As for press release
Requires high level of organisation
Expensive

54. 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

55. Example
Aim The overall purpose of the advocacy initiative:
To improve poor people’s health by increasing access to medicines
Objectives 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 introduced
Activities 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

56. Advocacy framework
Issue selectionStep 1
Gather and analyze information on the
issue
Step 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

57. 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

58. LOBBYING AND CAMPAIGNING
Section 3

59. 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

60. Making the first approach
 Don’t worry if you are meeting with an
individual or ogranisation you don’t know
 3 steps
1. Find out who is the right person in the organisation
or institution
2. Call them or their administrator/secretary/PA to
arrange a meeting
3. 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

61. 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

62. First approaches (2)
1. Find the right person
2. Call them or their administrator/secretary/PA
3. 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.

63. Top Tips for Successful lobbying
PREPARE, 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 transparency
Being 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

64. Developing a public campaign
1 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.