B.tech Civil Engineering Major Project by Deepak Kumar ppt.pdf
EVIDENCE BASED ADVOCACY.PPT
1. EVIDENCE – BASED ADVOCACY
A TOT FOR STAFF & PARTNERS OF SOS CV – UGANDA
AT ENTEBBE LOCATION
BY
HELEN GRACE NAMULWANA,
CEO – AMORA AFRICA
Phone: 0753-128250
helenbaylor2@gmail.com
Blog: helennamulwana.wordpress.com
2. Presentation Outline
Workshop Objectives
Definitions & Key Concepts in Advocacy
Why Advocacy
The Advocacy Process/Elements
3. Workshop Objectives
Overall objective
To contribute to Institutional Capacity Devpt for quality Child care &
Protection thru evidence based advocacy (EBA).
Specific objectives
1. To enhance participants’ understanding of the meaning &
importance of EBA as a strategy in promoting social transformation
for the realisation of children’s quality care & protection.
2. To strengthen participants’ capacities in designing & implementing
effective EBA agenda putting focus on gender issues at all levels.
3. To strengthen participants’ capacities on how to monitor & evaluate
advocacy results
5. Definition of Advocacy
Is a set of planned activities designed to influence policies & actions of others
to achieve positive changes for the affected population.
Is a strategy to influence choices & actions of those with power to cause
desired changes for the benefit of the affected population.
Telling a story to a decision maker & persuading them about the importance
of advancing a particular cause.
Is active support of a cause, idea or a policy that targets a specific audience
perceived to have influence to bring about the desired change.
6. To Note about Advocacy
Advocacy is informed by experience & knowledge (evidence) of working
with/for or relating with the affected population. Doesn’t just happen!
Advocacy offers sound positive alternatives for the affected group, hence the
need for evidence.
Advocacy must have a purpose(s), an intention(s), a goal(s) – Must be
measurable too.
Is an intricate process that requires intricate preparation, execution,
monitoring & evaluation.
Is NOT an event, not a one-off. It is not an activity.
7. Notes (Cont’d)
Advocacy is targeted at individuals, agencies or groups that have the power to
influence & bring about the desired change.
Is therefore NOT a one-person’s role – it is an integrated undertaking requiring
different capacities and abilities of members of a team, in and outside an
agency. Thus, it should be built into the work of the team.
Evidence is critical in advocacy – involves collecting and/or building it,
Documenting it, Analysing it, Packaging it & Utilizing it. Requires a technically
skilled team to do these aspects.
9. Definition of EBA
EBA is an advocacy process rooted in data & information.
EBA is the continuous & adaptive process of gathering, organizing &
formulating information & data into an effective argument, which is then
communicated to policy-makers through various interpersonal & mass media
communication channels (UNICEF).
EBA is the deliberate process, based on demonstrated evidence, to directly &
indirectly influence decision makers, stakeholders & relevant audiences to
support & implement actions that contribute to issues of common interest
(SNV).
EBA incorporates independent data from different sectors & actors into an in-
depth analysis to inform advocacy.
EBA can utilize data from different levels – local, national, regional and
international on the cause in question.
Hver, a demo of the existence of the situation (for doing advocacy) in the
area where change is desired is paramount - the need for first hand evidence.
10. Key Concepts in Advocacy
Change – positive (Policy, practise, etc), must be demonstrable.
Evidence – the ‘proof’ of need, impacts (-ve & +ve).
Collective Action – Maximising strength, Building ‘Strategic’ Alliances
(both for numbers & comparative advantage), Collaboration &
Cooperation.
Audiences – Targeted & Beneficiary
Communication & Information – Messaging, Channels, Messengers
Engagement – Getting it done.
12. Importance of EB/Advocacy
Simply stated, we do advocacy for 2 reasons:
1. To bring about +ve change in the lives of affected populations.
2. To deal with problems more sustainably.
It is important to do EBA bse:
1. EBA confirms existence of the problem, likely impact of change,
feasibility of possible solutions & and who is responsible to make
change.
2. EBA assures that demands are realistic & representative
3. EBA enhances your credibility and professionalism
13. To Note about EBA
Evidence confirms that there are real needs not mere allegations – makes the call for action
believable.
Evidence differs – can be qualitative or quantitative, Local, National or International. A
combination of all these forms of evidence makes the case more weighty.
The varied forms of evidence have to be organized & presented differently for different
audiences. Hence, the need for skills to adequately synthesize the evidence.
The evidence generated around an issue together with the audience targeted with this
information determine the messenger and channel through which to deliver it.
Evidence alone does not cause change but what and how it is used does!
15. What is the Advocacy Process?
The advocacy process starts with identifying an ‘issue or problem’
AP = A systematic way of undertaking an advocacy initiative from planning through to
evaluation.
The process is phased, often with overlapping activities. The phases are:
1. Planning Phase
2. Execution Phase
3. Monitoring & Evaluation
The phases are further broken down into stages for ease of work.
16. Stages of the AP
1. Situation
&
Contextual
Analysis
2.Evidence
Collection,
Org’n +
Preps
3. Id
specific
priority
goals +
issues
4.Constitut
e a multi-
sectoral
team
5. Devp key
messages
6.Dissemina
te msgs to
appropriate
stakeholder
s
7.Impact
assessment
17. Each stage has a set of actions taken – some done concurrently.
Thorough handling of each stage is critical for the success of the advocacy undertaking.
NB:
Back & forth checks at/across the stages is important – Monitoring
The AP is guided by:
a) Asking questions including those anticipated from different audiences in advance.
b) Finding answers to all the questions in advance.
c) Laying strategies to channel messages to the primary target, most impactfully
d) Assessing if on track thru all stages
e) Determining if the undertaking achieved its objectives & goal.
18. Guiding Questions to ask
1. What is the problem? Who is affected by this problem?
2. What is the actual situation pertaining to this problem in my area, country &
beyond?
3. How does it affect us and others - families and communities?
4. Why is it happening?
5. What can we do about it? What do we want ourselves and/or others to do
about it?
6. What do we want to achieve in addressing it?
7. Who are the people that can bring about the change we desire? Do they have
authority? What authority?
8. Are those people possible allies, adversaries or neutral to our cause?
9. How can we make as many of them as possible become allies?
19. 11. What is the best way to deliver the message to reach the people that
can act?
12. How do we ascertain if the message we send out is working?
13.How can we be effective? Who can we work with? What skills do we
need?
14. Do we have these skills among us? If not, where can we get them from?
What opportunities can we leverage to make this happen?
15. What barriers do we anticipate and how can we tackle them?
16. How much do we need for this initiative? Do we have all finances
required? Where can we get more resources (if necessary)?
17. If we don’t get the resources, are we still able to go on with the
campaign effectively or would results be compromised?
18. How shall we know we are on the right course?
19. How shall we rate our performance? How shall we know we have
achieved our objectives and goal?
21. 1. Situation & Contextual Analysis
1. Be sure to ascertain the following, among others:
Issue/Problem
Why this is problem
What the cause(s) of the problem is
Who it affects
How they are affected
Where the affected are
Peculiarities about the problem, the affected and their context, if any
Current status
2. Use appropriate methodologies to know as much as there is about the problem/issue – Problem
Tree Method, Participatory ‘Rural’ Appraisal Methods (Rankings, Mapping, etc)
22. 2.Evidence Collection, Organisation + Preparation
1. Design methodologies that enable you obtain facts about:
No. of affected – gender disaggregation, age categorisation, etc
How they are affected
Case studies – can compare for different areas if problem is wider
Qualitative infor about peculiar points raised by the affected
*Good Research skills are a must have! Use both qualitative & quantitative methods.
2. Constitute a competent team or individual to analyse, synthesize & package the findings into usable
form.
Could be staff, partners or consultant
The infor-pack should be simple & presented in an easy-to-use manner
*Ensure management/Membership sign off on the evidence for ownership.
23. 3. Id Specific priority Goals + Issues
Before starting on an EBA journey, defining key objectives & what we hope to achieve through
our process is very key.
Set your advocacy Goal & Objectives:
Goal = A broader statement that can be achieved over a long period of time.
Objective = A more concrete, realistic step towards achieving the goal.
Both advocacy Goals & Objectives must be subjected to the SMART test.
Specific, Measurable, Achievable, Realistic/Resourced & Time-bound
24. Some reflection questions to ask in defining advocacy objectives :
1. What are the chances for success with this objective?
2. Can we define a monitoring process for this objective?
3. When can we engage in monitoring? Monthly? Quarterly? Bi-annually?
4. What are the specific aspects of the objective that we can focus on? In what order? And in what period?
Sample Goal: To ensure that 30% of the children in residential care in Central Region are re-united with their
families by December 2018.
Sample Objective:
1. To increase knowledge of agencies offering residential care services in the Alternative Care laws, policies
and guidelines by December 2018.
2. To equip all agencies offering residential care in central region with skills and knowledge about
Alternative Care legislation by Government of Uganda by by December 2018.
25. NB
As you define the goal & objectives, the following, though not exhaustively, are implied:
1. The possible actions (Activities) to do
2. The people/agencies that have a stake in this matter
3. The Target audience(s).
Therefore, the following analyses are in order:
1. Stakeholder Analysis – who has a stake/interest? Who has the capacity to affect +vely or –vely?
2. Audience Analysis – who are the people/agencies with the power to cause the change we want to see?
Are they likely to support (Ally), be neutral or oppose (be adversarial) the cause?
26. Stakeholder Analysis
Enlist all that have a stake in the matter in question
a) Beneficiaries
b) Influencers
c) Partners - Allies
Determine the stake they have in the matter
Every stakeholder matters & shd be engaged – levels of engagement vary
Determine the most effective way of engaging each stakeholder
High
Average
Low
27. Audience Analysis
In line with your goal & objectives, map out who your audience(s) are
Rank your audiences on the basis of authority/power/influence with regards to the desired change
NB
There will be Primary, Secondary & Tertiary audiences
Primary audiences – Must be reached!
Secondary Audience – Must be reached
Tertiary Audience – May or may not be reached
28. 4.Constitute a multi-sectoral team
Map out the skills needed to do the job well.
Analyse your capacities, skills, experience, knowledge, links, giftings from among yourselves
Enlist members/institutions that have the requisite skills
Capacities can be both at individual & institutional levels
a. Analytical skills
b. Strategic thinking skills
c. Communication/ influencing skills
d. Social/networking skills
e. Monitoring and evaluation skills
29. Organizational capacities may include:
a. Ability to ensure sustainable advocacy work
b. Ability to or experience plan and manage advocacy
c. Ability to respond to changing policy environment
d. Ability to involve stakeholders in all stages of advocacy
e. Ability to mobilise members of public.
Approach the members/organisations (if not already on board) & interest them in joining the
cause.
It always pays to have a multi-sectoral & multi-skilled team to steer the process. Complementarity
eases work!
Ensure a clear coordination guidelines for & among the members of the multi-sectoral (advocacy)
team.
30. 5. Develop Messages
To note:
*What does the evidence (nos. & cases) imply?
What story is the data presupposing?
What specific conclusions can we make from this?
What are the implications of this situation? State these boldly.
Identify what needs to change (politically, economically, culturally) to fix the situation, if
necessary.
Define your communication objective(s) – must be contributing to the broader advocacy
objective
You need skilled personnel to package the findings & make messages out of them.
31. Where findings imply a possible relationship, state it as such, not as a confirmed cause – effect
relationship.
With all the above in mind, then craft your key message.
A key msg:
Is the predominant/main, combined response to the problem.
Determines how you are perceived by your audience(s).
It should be clear/definite, compelling, brief & simple.
Communicate it like your job (in a clear, concise & compelling manner) – under one minute or
losing the listener’s attention, interest or/even support.
32. Sample Messages:
a. Trained women transform a nation.
b. Involved dads are role models for children.
c. Institutionalised care affects child development.
33. 6.Disseminate msgs to appropriate stakeholders
Enlist the possible channels to deliver your msg to the primary audience.
Determine who the messengers will be – individual people’s skills and strengths are important to
bear in mind.
The media should not be left out. However, it is not the only channel to deliver msgs to the
stakeholders.
Other channels include:
a. Face-to-face interactions e.g. in formal + informal meetings.
b. Thru spouses, children, friends of the target audience – Indirect targeting.
c. Thru events
34. 7. Impact Assessment
Aka the Evaluation stage.
Monitoring = Consistent checks to ascertain if still on track & if making progress.
Evaluation
A review of what has been done to ascertain success & shortfalls.
An assessment of whether the desired impact or changes were realised or not.
M+E is important in advocacy too!
Assessing impact does not happen at the end of the advocacy initiative, rather it is a process that
runs thru the initiative.
Changes are measured cumulatively, against pre-set indicators.
35. About Indicators
Are variables or measures against which we can assess changes ((Moser, 2007) - measure changes over time.
Are informed by data.
Can be both Qualitative & Quantitative in nature.
Quantitative indicators are usually in nos., ratios & %ges.
E.g. No. of schools that register an increase in girls that complete P.7
%ge of girls that complete P.7
Qualitative indicators are observational data, focus groups data, etc
E.g. Increased male involvement in children’s education.
Improved protection of children in residential institutions
Indicators aid M+E.
36. Desired Actions
These need to be defined right from the start of the
advocacy undertaking.
The issue gives direction to the change(s) desired.
Must always be kept in mind at every step of the advocacy
process.
