Step Seven of the Accountability in Action training kit. In this step we learn about evidence-based advocacy. We will learn how to develop an advocacy strategy and consider who you should make your case to and how to communicate it.

1. Discuss how, where and when you should communicate it.
By developing a strategy we can achieve greater impact if we use
our data in evidence-based advocacy. In step seven we will:
1
2
3
Develop an advocacy strategy.
Consider who you should make your case to.
STEP SEVEN
Speak up! Get heard!

2. The first step to develop your case is to get specific: what are you calling for?
It’s time to develop an advocacy ask.
WHAT DO WE WANT? WHEN DO WE WANT IT?
KEY TERMS
Advocacy ask
A clear statement, backed up with evidence, that explains what
your Accountability Network are calling for.

3. ACTIVITY
Your advocacy ask

4. These questions will help form your advocacy ask:
• Look at relevant policies and commitments made by your government - what are the
gaps between the commitments made and what’s happening in reality?
• What are the strongest trends and evidence emerging in your data?
• Are any groups disproportionately affected?
• Which issue, if solved, would have the greatest impact?
• Is there opportunity to build a coalition with others working on this issue?
TOP TIPS

5. Key audiences you may want to engage, and ways to approach them:
• Your community: Make your findings accessible to communities and young people
affected by your issue.
- Maybe target places that people naturally congregate?
- Or share findings on community message boards, via local media, at sports events
and via social media.
• Local duty-bearers: Hold a community dialogue. Invite local leaders to hear your
findings and to hear directly from the community.
• Your Accountability Network: members of your team (and other stakeholders. See
steps 2 and 3) can mobilise their networks. Advocate for your issue(s) to be included
in national advocacy efforts.
• National decision-makers: Request meetings with key decision-makers and use
existing platforms, such as civil society networks, to publicise findings.
WHO WILL YOU MAKE YOUR CASE TO?

6. Top tips for building strong relationships with key decision-makers:
• Understand what motivates them: Where do they come from? What issues have they worked on?
• Do your research: Demonstrate that you are knowledgeable and up-to-date on your issue.
• Remember, it’s in their interest: Some governments may not have ability to access the data
needed to monitor their commitments. Your work can be an asset to them.
• Be organised: Stand out and gain decision-makers’ attention by coordinating your work
with stakeholders and being an example of efficiency.
• Keep them in the loop: Keep them up to date on the work of your team and tell them in
advance of publications, media and public consultations. This will help them to build trust
in you as a collaborative partner.
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7. Track progress!
Keeping a record of your interactions will help you share information back to your team and networks.
When you meet with a decision-maker, write down agreed steps and follow up on time to keep the
relationship growing.
Sample template:
TOP TIPS
Person who you met with (name, job title, contact details)
Date of meeting:
Key points from last meeting:
Key points from this meeting:
Key asks made:
Actions they took as a result:
Any agreed actions for me/my team:
Date for follow-up communication:

8. You will need to TAILOR how you present your case. Here are some example
methods:
Graphs
• Visually compelling way to communicate trends and findings.
• Choosing the right format is very important!
• Make sure you include an explanation.
WHO TO COMMUNICATE YOUR CASE

9. You will need to TAILOR how you present your case. Here are some example
methods:
Reports
• Decision-makers are busy people! so grab their attention! Include a summary
with key findings and the advocacy asks.
• Reports can include graphs, in-depth analysis and recommendations.
• Writing a press release or holding a launch event can attract even more
attention.
WHO TO COMMUNICATE YOUR CASE

10. You will need to TAILOR how you present your case. Here are some example
methods:
Stories
• Personal stories can be a powerful advocacy tool.
• Communities can be empowered by telling their own stories.
• Think about how you can support communities to produce blogs, articles etc.
• Including personal stories alongside quantitative data can help win the ‘heart’
and the ‘head’ of decision-makers.
WHO TO COMMUNICATE YOUR CASE

11. Where will you make your case?
ACTIVITY
Look again at the SDG Accountability Matrix.
Identify different events, processes and
forums that might be good places to
make your case.

12. Make a calendar to plan your team’s advocacy and lobbying activities.
WHEN WILL YOU MAKE YOUR CASE?
• Check the UN website regularly for information on upcoming meetings, summits and conferences:
www.sustainabledevelopment.un.org/index.php?menu=1634
• Research International Days which might be relevant e.g. International Youth Day (12th August)
Find out more: www.un.org/en/sections/observances/international-days/
• Research key national events: e.g. budget announcements, elections.
• Look out for networking opportunities; events and civil society meetings.
• Make your own advocacy opportunities by launching a report and holding a launch event.
TOP TIPS

13. RECAP
Written your advocacy ask(s).
In step seven we have:
Mapped out WHO to make your case to.
Decided WHERE and HOW to do it.
Well done! You’ve almost created your
accountability framework!
Made a calendar of key advocacy opportunities.

14. This project has been funded with support from the European Commission.
This publication ‘Accountability in action training’ reflects the views of the author, and the Commission
cannot be held responsible for any use which may be made of the information contained therein.
This project is led by Restless Development and draws together a consortium
of youth-led and youth-focused organisations from around the world.
Together they have a wealth of experience in supporting young people to
play a leading role in governance and accountability.