1. 84 DRAFT PROGRAMME ADVOCACY COURSE DAY 2 SESSION 5 Developing the strategy Quiz 3 Choosing objectives for the strategy SESSION 6 Analyzing our skills Organizational capacity Individual capacity Sound bite 3

2. 85 “Nine Questions” 1.What do we want? (GOALS) 2.Who can give it to us? (AUDIENCES; KEY PLAYERS; or POWER-HOLDERS) 3.What do they need to hear? (MESSAGES) 4.Who do they need to hear it from? (MESSENGERS) 5.How can we get them to hear it? (DELIVERY) 6.What do we have? (RESOURCES) 7.What do we need to develop? (GAPS) 8.How do we begin? (FIRST STEPS) 9.How do we tell if it’s working? (EVALUATION)

3. 86 “Nine Questions” 1.What do we want? (GOALS) 2.Who can give it to us? (AUDIENCES; KEY PLAYERS; or POWER-HOLDERS) 3.What do they need to hear? (MESSAGES) 4.Who do they need to hear it from? (MESSENGERS) 5.How can we get them to hear it? (DELIVERY) 6.What do we have? (RESOURCES) 7.What do we need to develop? (GAPS) 8.How do we begin? (FIRST STEPS) 9.How do we tell if it’s working? (EVALUATION)

4. 87 Who are we?  Who are we? What perspectives and identities do we bring to our work?  Do we represent someone besides ourselves? If so, what is our accountability to these people?  What are our sources of power?  What are our sources of legitimacy and credibility? From the perspective of those we represent? From the decision makers' perspective?  What risks do we face? What are we afraid of? What might happen if we take action?  What are our values? Why are we engaged in advocacy? How do we want to work together as a group?

5. 88 Identify an Organization’s Life Cycle Stage and the Next Steps for Advocates StageCharacteristicsActions to Take BirthAn organization is created and establishes its presence.  Help develop the leadership skills of others within the organization  Develop preliminary systems for the organization ChildhoodAn organization begins to learn new skills and to build a solid, supportive organizational infrastructure.  Invite and accept nurture of organizational potential by more experienced leaders, organizations, and funders AdolescenceAn organization expands the scope of its actions, learning as it goes.  Experiment  Take on more difficult challenges  Take responsibility for action or inaction  Learn from and be mentored by those with more experience AdulthoodAn organization assumes a greater level of responsibility.  Take the lead on an issue even without significant credit  Take appropriate risks even if defeat is possible  Nurture and mentor organizations in their childhood and adolescence MaturityAn organization uses its legacy to strengthen the movement overall.  Turn over responsibility to others  Share wisdom and experiences  Set an example for personal and organizational renewal RenewalAn organization resists the urge to stay comfortable.  Develop a new strategic focus or new organizational leadership Source: Advocacy Center at ISC. http://www.advocacy.org/

6. 89 Organization’s Check list Leadership  Is the organization run by a single, charismatic founder? Or is second and third generation leadership being developed?  Are staff members encouraged to take on greater levels of responsibility? Organizational Infrastructure  Does the organization have the people resources – staff and/or volunteers – to do the work?  Does the organization have a sound financial base? Skills and Capacities  What are the organization’s strengths?  What areas could be developed? Relationships  Does the organization have a constituency base?  Does the organization work with other organizations, or compete against them for resources and recognition?  Does the organization have productive relationships with other civil society organizations (CSOs), decision makers, the media, and funders? Experience and Confidence  Is the organization willing to try new things and learn from its mistakes?

7. 90 Building Effective Leadership Visionaries who raise the view of the possible Strategists who chart the vision and achieve what's attainable Statespersons who elevate the cause in the minds of both the public and decision-makers Experts who wield knowledge to back up the movement's objectives Outside Sparkplugs who goad and energize, fiercely holding those in power to account

8. 91 Building Effective Leadership Inside Advocates who understand how to turn power structures and established rules and procedures to advantage Strategic Communicators who deploy the rhetoric to intensify and direct public passion toward the movement's objectives Movement Builders who generate optimism and good will, infecting others with dedication to the common good

9. 92 Building Effective Leadership Generalists who anchor a movement, grounded in years of experience Historians who uphold a movement's memory, collecting and conveying its stories Cultural Activists who pair movements with powerful cultural forces