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Advocacy strategy planning workshop James Georgalakis Communications and Advocacy Manager, EveryChild
OPENING SESSION
How the workshop will be run ,[object Object],[object Object],[object Object],[object Object]
Workshop materials ,[object Object],[object Object],[object Object],[object Object],[object Object]
Working groups for advocacy planning ,[object Object],[object Object],[object Object],[object Object]
Ground Rules ,[object Object],Arrive on time for each session Ask questions if anything isn't clear Be quiet and listen when others are speaking, respecting each other and their views Contribute fully, speak loud and clear
SESSION 1. Welcome to Advocacy and Advocacy Planning
What is advocacy? ,[object Object],[object Object],[object Object],[object Object],SESSION 1.1
Advocacy outcomes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 1.1
Advocacy Research Policy Analysis Lobbying Alliance Building Planning & Coordination Publicity Activism SESSION 1.1
Child rights advocacy ,[object Object],[object Object],SESSION 1.1
Why are we doing this advocacy? ,[object Object],[object Object],SESSION 1.1
An advocacy strategy has to answer the following questions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 1.2
The Advocacy Cycle Organisational Context SESSION 1.3 1 Identify issue 2 Analyse problem 3 Draft objectives 5 Capacity assessment 4 Situation analysis 6 Finalise objectives 7 Devise advocacy plan 8 Implement advocacy plan 9 Monitor & evaluate 10 Revise advocacy plan
SESSION 2. Analysing the issue
What is an advocacy issue? ,[object Object],[object Object],[object Object],[object Object],[object Object],When the content or implementation of a policy, or the way in which policy decisions are made, could be changed to help make a dramatic impact on children’s lives. SESSION 2.1
Potential advocacy issues arise from ,[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 2.1
Criteria to prioritise issues ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 2.1
A good advocacy issue   Must be focused on a clear policy solution Must be based on a good policy analysis SESSION 2.1
Problem Tree Core Problem Effects Causes SESSION 2.2
Problem Tree SESSION 2.2 Core Problem Direct Cause Indirect Cause Further Effect Direct Effect Indirect Cause Indirect Cause Indirect Cause Indirect Cause Indirect Cause Indirect Cause Direct Cause Direct Effect Direct Effect Further Effect Further Effect Further Effect Further Effect Further Effect
Solution Tree SESSION 2.2 Aim or Goal Objective Objective Further Benefit Direct Benefit Objective Objective Objective Objective Objective Objective Objective Direct Benefit Direct Benefit Further Benefit Further Benefit Further Benefit Further Benefit Further Benefit
Advocacy issue checklist ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 2.2
SESSION 3. Setting Objectives
Advocacy goal and objectives ,[object Object],[object Object],SESSION 3.1
SMART advocacy objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 3.1
You advocacy objectives   ,[object Object],[object Object],[object Object],Each advocacy objective should identify: SESSION 3.1
Advocacy Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 3.1
SESSION 4. Situational analysis and organisational capacity assessment
Situational analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],In order to assess the likelihood of achieving change we need to understand the external environment. Is our issue high up the political agenda? Are there economic consequences? How might our advocacy be affected by community attitudes? SESSION 4.1 OPPORTUNITIES THREATS
Organisational Advocacy Capacity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 4.2
Summarising your capacity assessment ,[object Object],[object Object],[object Object],STRENGTHS  WEAKNESSES SESSION 4.2
Organisational Analysis SESSION 4.3 ,[object Object],[object Object],[object Object],[object Object],Internal to the organisation External to the organisation Positive factors Negative factors
SESSION 5. Identifying targets & stakeholder analysis
Who is your target? ,[object Object],[object Object],[object Object],SESSION 5.1
Influencing your target ,[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 5.1
Simple Influence Map SESSION 5.1 Minister of Health National Media International Donors NGOs Local Government Family Social  Workers etc
Who are Stakeholders? ,[object Object],[object Object],[object Object],SESSION 5.1
Why are they important? ,[object Object],[object Object],[object Object],[object Object],SESSION 5.1
Re-drafting objectives after identifying who our advocacy targets are Your objectives may need changing once you know who you wish to influence. For example: “ Children are involved in planning and carrying out actions for their interests.” May need to change to: “ Parents and community groups involve children in planning and carrying out actions for their interests.” SESSION 5.1
Analyse the Stakeholders ,[object Object],[object Object],[object Object],SESSION 5.1
What do we need to know? ,[object Object],[object Object],[object Object],SESSION 5.1
Example of stakeholder analysis AA = Very Anti,  A = Anti,  N = Neutral,  P = Pro,  PP = Very Pro L = Low,  M = Medium,  H = High SESSION 5.1 Target Minister of ? Targets Influencers L H PP Village committees H L N The media H M A Influencers Influence Importance Attitude
What makes people change? INTEREST Personal self-interest and/or social or professional obligation to change. + EVIDENCE Clear evidence that change is desirable in relation to interests + RELATIONSHIP Persuaded by someone they respect + SOLUTION Know what change is desirable and know how to do it SESSION 5.2
Different approaches ,[object Object],[object Object],[object Object],From what you know about your targets, and from what has worked in the past, decided on style: SESSION 5.2
Co-operative advocacy tactics As an insider you develop relationships with your targets and gain their trust.   Advantages:  Get to know targets position and understand the processes they are involved with Disadvantages:  May have to compromise values, exclude stakeholders, be misrepresented by your target. Example: Service delivery - receiving funding from local government to pilot services SESSION 5.2
Confrontational advocacy tactics As a complete outsider you must try and force your issue onto the agenda.  Advantages:  Higher profile and greater freedom of action Disadvantages:  Can be counter productive if target feels under attack and can damage relationships. Risk of loss of funding, being marginalised and seen as radical. Example:  Mass mobilisation through public activism/demonstrations and media campaigns. SESSION 5.2
Persuasive advocacy tactics As a critical insider you present evidence that you hope will persuade your targets to recognise the merits of your arguments.   Advantages:  This approach can provide more opportunities for working with others and is often seen as more neutral, less aggressive Disadvantages:  You can be perceived as “sitting on the fence”. Example:  Simultaneous insider, outsider tactics such as publishing research in partnership with government, whilst organising children to lobby community leaders and local officials. SESSION 5.2
SESSION 6. Developing messages for advocacy
Advocacy communication ,[object Object],[object Object],[object Object],Any planned communication activity should seek to achieve the following goals: SESSION 6.1
What messages do you need? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 6.1
Position papers ,[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 6.1
Core message SESSION 6.1 What action needs to be taken/by whom? Who is responsible? Who/What needs to change? Outline a human example? What is the evidence for the solution? What is the evidence? How will it benefit people? How does it affect people? What is the solution? What is the problem? The Solution The Problem
Frame your message for different audiences ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 6.2
Test for clarity Accessible language Have you chosen language your audience can understand, avoiding jargon, technical terms Clear request for action Will the audience know what to do if they agree with you? For example – call someone, vote a certain way, convince others to support you proposal. SESSION 6.2
Possible channels of communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 6.2
The one minute message  ,[object Object],[object Object],[object Object],[object Object],SESSION 6.2
SESSION 7. Identifying advocacy opportunities and action planning
Advocacy opportunities ,[object Object],[object Object],[object Object],Plan strategically to build on key social or political events related to your advocacy issue during the decision making period SESSION 7.1
Examples of advocacy opportunities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Relevant social or political events might include: SESSION 7.1
What makes a good advocacy opportunity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Concentrate your efforts where: SESSION 7.1
Devise Advocacy Plan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 7.2
SESSION 8. Monitoring and Evaluation
Monitoring & Evaluation  of advocacy – why do it? ,[object Object],[object Object],[object Object],SESSION 8
Monitoring ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SESSION 8.1
Making progress towards impact SESSION 8.1 Outputs Outcomes Impact on Policy & Practice children Impact Inputs
Advocacy milestones show progress ,[object Object],[object Object],[object Object],SESSION 8.1
Evaluation ,[object Object],[object Object],[object Object],[object Object],SESSION 8.2
Evaluate progress towards objectives ,[object Object],[object Object],[object Object],[object Object],SESSION 8.2
Your exact choice of indicators of change will of course depend on your advocacy objectives. Here are some examples: ,[object Object],[object Object],[object Object],[object Object],[object Object],Setting Indicators SESSION 8.2
Evaluate other advocacy outcomes ,[object Object],[object Object],[object Object],SESSION 8.2
Evaluation methods ,[object Object],[object Object],[object Object],[object Object],SESSION 8.2
CLOSING SESSION
The Advocacy Cycle Organisational Context 1 Identify issue 2 Analyse problem 3 Draft objectives 5 Capacity assessment 4 Situation analysis 6 Finalise objectives 7 Devise advocacy plan 8 Implement advocacy plan 9 Monitor & evaluate 10 Revise advocacy plan
Advocacy Strategy Paper - content ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Advocacy Workshop

  • 1. Advocacy strategy planning workshop James Georgalakis Communications and Advocacy Manager, EveryChild
  • 3.
  • 4.
  • 5.
  • 6.
  • 7. SESSION 1. Welcome to Advocacy and Advocacy Planning
  • 8.
  • 9.
  • 10. Advocacy Research Policy Analysis Lobbying Alliance Building Planning & Coordination Publicity Activism SESSION 1.1
  • 11.
  • 12.
  • 13.
  • 14. The Advocacy Cycle Organisational Context SESSION 1.3 1 Identify issue 2 Analyse problem 3 Draft objectives 5 Capacity assessment 4 Situation analysis 6 Finalise objectives 7 Devise advocacy plan 8 Implement advocacy plan 9 Monitor & evaluate 10 Revise advocacy plan
  • 15. SESSION 2. Analysing the issue
  • 16.
  • 17.
  • 18.
  • 19. A good advocacy issue Must be focused on a clear policy solution Must be based on a good policy analysis SESSION 2.1
  • 20. Problem Tree Core Problem Effects Causes SESSION 2.2
  • 21. Problem Tree SESSION 2.2 Core Problem Direct Cause Indirect Cause Further Effect Direct Effect Indirect Cause Indirect Cause Indirect Cause Indirect Cause Indirect Cause Indirect Cause Direct Cause Direct Effect Direct Effect Further Effect Further Effect Further Effect Further Effect Further Effect
  • 22. Solution Tree SESSION 2.2 Aim or Goal Objective Objective Further Benefit Direct Benefit Objective Objective Objective Objective Objective Objective Objective Direct Benefit Direct Benefit Further Benefit Further Benefit Further Benefit Further Benefit Further Benefit
  • 23.
  • 24. SESSION 3. Setting Objectives
  • 25.
  • 26.
  • 27.
  • 28.
  • 29. SESSION 4. Situational analysis and organisational capacity assessment
  • 30.
  • 31.
  • 32.
  • 33.
  • 34. SESSION 5. Identifying targets & stakeholder analysis
  • 35.
  • 36.
  • 37. Simple Influence Map SESSION 5.1 Minister of Health National Media International Donors NGOs Local Government Family Social Workers etc
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  • 40. Re-drafting objectives after identifying who our advocacy targets are Your objectives may need changing once you know who you wish to influence. For example: “ Children are involved in planning and carrying out actions for their interests.” May need to change to: “ Parents and community groups involve children in planning and carrying out actions for their interests.” SESSION 5.1
  • 41.
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  • 43. Example of stakeholder analysis AA = Very Anti, A = Anti, N = Neutral, P = Pro, PP = Very Pro L = Low, M = Medium, H = High SESSION 5.1 Target Minister of ? Targets Influencers L H PP Village committees H L N The media H M A Influencers Influence Importance Attitude
  • 44. What makes people change? INTEREST Personal self-interest and/or social or professional obligation to change. + EVIDENCE Clear evidence that change is desirable in relation to interests + RELATIONSHIP Persuaded by someone they respect + SOLUTION Know what change is desirable and know how to do it SESSION 5.2
  • 45.
  • 46. Co-operative advocacy tactics As an insider you develop relationships with your targets and gain their trust. Advantages: Get to know targets position and understand the processes they are involved with Disadvantages: May have to compromise values, exclude stakeholders, be misrepresented by your target. Example: Service delivery - receiving funding from local government to pilot services SESSION 5.2
  • 47. Confrontational advocacy tactics As a complete outsider you must try and force your issue onto the agenda. Advantages: Higher profile and greater freedom of action Disadvantages: Can be counter productive if target feels under attack and can damage relationships. Risk of loss of funding, being marginalised and seen as radical. Example: Mass mobilisation through public activism/demonstrations and media campaigns. SESSION 5.2
  • 48. Persuasive advocacy tactics As a critical insider you present evidence that you hope will persuade your targets to recognise the merits of your arguments. Advantages: This approach can provide more opportunities for working with others and is often seen as more neutral, less aggressive Disadvantages: You can be perceived as “sitting on the fence”. Example: Simultaneous insider, outsider tactics such as publishing research in partnership with government, whilst organising children to lobby community leaders and local officials. SESSION 5.2
  • 49. SESSION 6. Developing messages for advocacy
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  • 53. Core message SESSION 6.1 What action needs to be taken/by whom? Who is responsible? Who/What needs to change? Outline a human example? What is the evidence for the solution? What is the evidence? How will it benefit people? How does it affect people? What is the solution? What is the problem? The Solution The Problem
  • 54.
  • 55. Test for clarity Accessible language Have you chosen language your audience can understand, avoiding jargon, technical terms Clear request for action Will the audience know what to do if they agree with you? For example – call someone, vote a certain way, convince others to support you proposal. SESSION 6.2
  • 56.
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  • 58. SESSION 7. Identifying advocacy opportunities and action planning
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  • 63. SESSION 8. Monitoring and Evaluation
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  • 66. Making progress towards impact SESSION 8.1 Outputs Outcomes Impact on Policy & Practice children Impact Inputs
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  • 74. The Advocacy Cycle Organisational Context 1 Identify issue 2 Analyse problem 3 Draft objectives 5 Capacity assessment 4 Situation analysis 6 Finalise objectives 7 Devise advocacy plan 8 Implement advocacy plan 9 Monitor & evaluate 10 Revise advocacy plan
  • 75.