1. Introduction to advocacy
– Think, strategise, plan, act!

2. Objectives of the workshop
To give participants an introduction to what advocacy is
To give participants tools to plan advocacy strategically
To give people a space to learn from each other

3. Topics covered by the workshop
What is advocacy?
Identify problems and solutions
Analysis of social and political context
Set objective
Choose target group
Define message, approach and activities
Monitor & Evaluate & Learn

4. What is advocacy?

7. Identify problems and solutions

8. Identify problems and solutions
Examples:
foreign companies are violating the human rights of people
the majority of Mozambicans do not have access to good health care
ADD YOUR OWN EXAMPLE THAT FITS THE CONTEXT
Problems are usually easier to identify of than solutions.

11. Analysis of the political and social context

12. Analysis of the political and social context
External context:
Has this issue been debated in public? Is it seen as a problem by many?
Have politicians made statements about it?
Is there a meeting or some policy process upcoming that can affect this issue?
Are there elections approaching?
What other external factors influence this issue?

13. Analysis of the political and social context
“Internal” context?
How much do we know about our problem/vision?
What facts/information/research do we already have?
Who has done research on the issue?
Do we need more research about it?

14. Analysis of the political and social context
DO YOU OR A RESOURCE PERSON HAVE AN EXAMPLE TO SHOW HERE ABOUT CONTEXTUAL ANALYSIS? ADD HERE

15. Analysis of the political and social context
Is the space for civil society closed, claimed or invited?
Closed spaces – decisions happen behind closed doors
Invited spaces – those to which people are invited to participate by authorities
Claimed/created spaces – claimed by less powerful actors from or against power holders or autonomously from them

16. Analysis of the political and social context
Guiding questions to assess the space for civil society:
Can CSOs access information about policy processes and decision making?
Are CSOs invited to consultations and hearings?
Can CSOs set up face-to-face meetings with decision makers?
Can CSOs express their views and opinions freely?
Are CSOs seen as important stakeholders in society?

17. Setting objectives

18. Setting objectives
A sound objective must be SMART: Specific, Measurable, Achievable, Realistic and Time bound
Examples:
”Tanzania has introduced a public beneficial ownership registry by 2019.”
”Tanzania has ended its DTA negotiations with Mauritius by 2018.”
NOT: “Improved accountability and transparency of oil and gas revenues”

19. Setting objectives
ADD YOUR OWN/OR A RESOURCE PERSON’S EXAMPLE OF A SMART ADVOCACY OBJECTIVE IF YOU HAVE ONE

20. Setting objectives Exercise: Go back to the solution tree
Look at the list of solutions that you have proposed in the roots in order to reach your long-term vision. Are any of them SMART? Can they be made SMART?
Reflect on the session about context. What is realistic to attain in this context?
Choose ONE “solution” that you turn into your concrete advocacy objective.

21. Choose target group

22. Choosing the target group(s)
Who has the power to bring about or oppose the solution you plan to advocate?
Who has the power to change the policies and practices you want to change? (official power)
Who within and beyond the sector can influence decision-makers? (hidden power/pressure maker)
Who needs to be convinced to take action?
Be specific, prioritise

23. Choosing the target group(s)
Power mapping exercise:
Helps to reveal power relations
Identifies channels of influence
Identifies targets!

24. Identifying target group(s)
Step 1: List target audiences
Who has the power to change the policies and practices you want to change? (official power)
Who within and beyond the sector can influence decision-makers? (hidden power/pressure maker)
Needs to be specific, i.e. ”media” → which newspaper, which radio channel?
Needs to be thorough, i.e. all levels of government

26. Identifying target group(s)
Step 2: Place target audiences on a map
Who is an important decision maker for your cause?
Who is an important pressure maker for your cause? (Note! A person can be “important”, but not relevant for your particular aims)
Who will support you?
Who will oppose you?
Who is still uncommitted?
Note! Repeat the analysis during your advocacy!

28. Define message, approach and activities

29. Develop your message
A message about your advocacy campaign should capture:
What you want to achieve and the change you want to see (your vision)
Why you want to achieve it (the problem)
What action you want the target audience to take – your specific objective!

31. Develop your message “Prospect theory” (Tversky & Kahneman):
The frame individuals use to make decisions is controlled partly by the way the problem is presented AND decision maker's norms, habits and personal characteristics
People prefer options that seem certain rather than ambigious, even if the results are less beneficial to them personally
People tend to simplify decision making and evaluate options in terms of their direct consequences rather than connect their decisions to previous choices or acts
Decision making is inconsistent. People may make choices that are less beneficial or riskier, depending on how the information is presented
Even though the results may be the same, people may make different choices given different contexts or scenarios

32. Choose your approach
Will you deal with opponents or with allies? With pressure makers or decision makers? Look back at your power mapping!
Public approach through visible activities or a lobby approach through closed door meetings?
How is the space for civil society?
Will you work with others or alone?
KNOW YOUR RESOURCES, SKILLS, RISKS AND SAFETY

35. Choose your approach
DO YOU HAVE YOUR OWN EXAMPLE OF AN ADVOCACY CAMPAIGN’S APPROACH AND ACTIVITIES? ADD HERE

36. What is a good lobby meeting like?
Go in a small group, max 4- 5 people
Know your facts, but say “I don't know” if that's the case
Discuss in advance who says what and prepare well (know who you are meeting!)
Keep your sense of humour
Leave informational material with the target
Be clear on what you want, be simple, explicit
The way you present yourself depends much on the culture!
Be direct but not threatening
Be a good listener, don't get distracted

37. Define message, approach and activities
Guiding questions for assessing your strengths and to define your approach:
What skills and know how do you or others in your organization have that are useful for advocacy or for reaching your objective?
Have you had a success – even a small one – in advocating before?
What did you and others do to make the situation a success?
What tools, medias and actions helped you to reach this success?
Based on this, what would be the most suitable approach for your organization be?

38. Monitoring, evaluation and learning

39. Monitoring, evaluation and learning
Set clear indicators at start and do ongoing evidence collection based on them
A monitoring indicator is based on an activity input or output
An evaluation indicator is an activity or campaign outcome
It is often difficult to define your direct effect, therefore focus on contribution
Collect statements from those you try to influence to be able to see your possible success
Do M&E&L after each activity to assess your progress

40. Monitoring, evaluation and learning
Example questions for internal evaluation:
How has your relationship with the targets, allies and other actors developed?
What seems to be promising?
What was particularly challenging?
Have you seen any impact in your target audience?
Where do you need to invest more or change your advocacy approach?
For external evaluation, ask/hire a person to interview your targets and ask about your impact
Engage in internal learning and change accordingly! This will let you learn from mistakes and successes and guide you to change strategy if needed.

41. Final wrap up

42. Thank you! INSERT YOUR CONTACT
INFORMATION