National Network for Children Sofia, Bulgaria 29-30 June 2010 Ad Advocacy Workshop National Network for Children Sofia, Bulgaria 29-30 June 2010

day 1

Addressing differences in POWER what is advocacy? advocacy is…… influencing to change knowledge, attitudes and behaviour (in relation to your issue) policy practice Addressing differences in POWER

what advocacy IS NOT concept target audience objective how do you measure success? behaviour change – information, education and communication individuals or groups raise awareness, increase understanding change in knowledge or skills Public relations consumers, donors, general public improve brand recognition improved public perception, increased donations community mobilisation Community members & leaders community empowered to take action issue-specific process and outcome indicators Advocacy Public institutions and policymakers change in policies, practice & funding desired changes achieved

the different levels of advocacy……. e.g. International MDGs conference Int'l e.g. child trafficking policies, early warning systems Regional e.g. health, education, food security and child protection policies National Provincial/District/Local Government e.g. provision of alternative basic education to pastoralist children e.g. social rules about breastfeeding Community e.g. who works, who goes to school Family Inter-personal e.g. hand-washing, anti-smacking

rights based advocacy naming the right assuring it is enjoyed defining nature of right identifying violations incorporating into law assuring it is enjoyed making duty bearers and violators accountable seeking justice for victims making the system responsive A rights-based approach to advocacy implies many different meanings and strategies. If working on children’s rights, this involves using the UN Convention on the Rights of the Child (UN CRC) to push for the enforcement of child rights at the national or local level. Advocacy on economic, social and cultural rights – enshrined in the UN CRC – has advanced considerably over the last decade. However, while policy-makers are increasingly open to the rights language, advocacy for children’s rights and economic, social and cultural rights more broadly is very challenging. This stems from the elusive legal and budgetary challenges of enforcement and ideological differences about who is responsible for addressing poverty and inequality (i.e. who the duty bearers are). achieving broad acceptance changing behaviours and values engaging the public as citizens

advocating for child rights example of a definition…… Acting with and on behalf of children to influence the policies and actions of others to improve the fulfilment of child rights

what role for NNC and its members? you can advocate with children and their families OR with your support, they can advocate for themselves OR you can advocate for them, on their behalf

advocating in a network challenges co-operation is time-consuming may be hard to agree objectives may have to compromise can lose distinctive identities conflicting agendas opponents can exploit differences some organisations may dominate benefits link work on different levels common voice – powerful wider base, wider audience more resources more skills and expertise strengthens civil society build capacity of others unity, solidarity avoid competition

some tips for making it work……. consensus on shared priority (overarching) issues shared change objectives joint advocacy asks joint advocacy strategy transparent co-ordination mechanism thematic steering groups with clear responsibilities continuous monitoring and information sharing

the advocacy cycle develop &implement plan of action gather evidence understand the context (political analysis) develop &implement plan of action gather evidence identify the Issue (problem analysis) mobilise resources M&E involve children select influencing influencing strategies set change objectives develop clear messages know who can make change happen

understanding the context (1) understanding power dynamics visible power formal rules and structures hidden power who really controls agenda invisible power values, norms, beliefs, social hierarchy

understanding the context (2) political analysis entails understanding how policy issues are identified how policies are formulated and implemented both formal and informal processes roles, responsibilities and balance of power of institutions and individuals how, when and where to act to achieve maximum impact

setting change objectives a change objective defines concretely what will be accomplished with whom how in what period of time Setting your objectives using a problem tree analysis Turn the problem tree into an objective tree by turning each problem into an issue to address and then change. For example, if ‘ignorance’ is given as a cause, then the objective box would read ‘reduce ignorance’ or ‘provide education’. Do the same with consequences, so an effect that says ‘high rate of sexually transmitted diseases (STDs)’ would read ‘reduce number of STDs’. This helps identify key problems, objectives and indicators, thought not all the objectives may be relevant to the project.

SMART objectives Specific Measurable Achievable Realistic Time-bound tip: objectives should be change-oriented, not activity oriented For example “Decision makers x y and z will clearly demonstrate their awareness of the implications of child rights” is change-oriented, while “to raise awareness of decision makers about child rights” is activity-oriented.

exercise: critiquing objectives (1) original objectives To mobilise and educate women and law enforcement agencies by the year 2001. Improve health service delivery in rural areas in order to reduce child mortality.

exercise: critiquing objectives (2) Rural women involved in savings clubs in three villages will have been educated about domestic violence and their rights with regard to family law. They will be able to form violence prevention groups at the community level within thirty months. By 2011, 50% of children in five locations in the country will be covered by high-quality essential health services (where the constituents of essential health services are defined and agreed benchmarks used to assess quality).

day 2

recapping SMART objectives Specific Measurable Achievable Realistic Time-bound tip: objectives should be change-oriented, not activity oriented For example “Decision makers x y and z will clearly demonstrate their awareness of the implications of child rights” is change-oriented, while “to raise awareness of decision makers about child rights” is activity-oriented.

who can make change happen? a stakeholder analysis is useful to: identify who is interested in your issue (targets & influentials) better understand their interests & attitudes identify allies & opponents assess who should be involved when tip: find out what they know and really care about

influencing your targets inform inform persuade move to action

advocacy approaches approach your role advantages disadvantages co-operative: working with the government to find solutions insider develop relationships gain trust compromise values exclude discordant voices confrontational: forcing an issue onto the agenda complete outsider higher profile strong leverage freedom of action damage future relations marginalised, radical lose funding persuasive: presenting evidence in order to sway your targets critical insider more open minded less aggressive conducive to forging alliances Are you perceived as just “sitting on the fence”? Less sharp and ‘shocking’ messages for campaigning

knowing your audiences Number of people Complexity of message Level 1: General public, new supporters, children Level 2: Committed supporters, volunteers (no brief) Level 3: Volunteers, campaigners journalists, All staff Level 5: Specialist contacts, eg MPs, correspondents Level 4: Opinion formers, NGOs, Trustees Simple Complex Targeted audience People join the funnel at any level. The aim is to push people into the “knowledge funnel”: moving their knowledge up the levels in time

developing clear messages keep it simple put your ‘frame’ around the issue (highlight your perspective) use information that will be locally relevant use clear facts and numbers creatively allow your audience to reach their own understanding present a solution if possible

the one-minute message statement the central idea of the message evidence supports statement with accessible facts and figures example adds a human face to the message action what you want the target to do desired

conveying your messages source whom will the audience find credible and respond to? format which ways are more appropriate to reach specific audiences? timing which is the best time to deliver your message? place what location can enhance your credibility & political impact?

make your problem their problem lobbying what? 1:1 communication with key targets and influentials how? visits, briefings, conversations why? to educate and convince them to support and advance your agenda ultimately you have to make your problem their problem

preparing for a lobbying visit before set objectives for the meeting rehearse difficult questions and responses during introduce yourself, the issue and the solution communicate clearly what action you want your target to take say that you are willing to help with information and support do not avoid controversial topics but remain calm try to get a commitment from the decision-maker after make notes and evaluate your visit with colleagues send a thank you note

lobbying politicians do don’t face-to-face meetings use clear messages and ‘killer’ facts share ‘cutting edge’ research & reports establish yourself as the expert show them you know how the process works win over their assistants provide concise, relevant, to the point input always be available don’t go in if you haven’t done your homework try too hard…. impose your views fudge it if you are not saying anything new…..

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