1. Objectives: 1. To learn why advocacy is one of the roles of CSOs. 2. To learn the process for developing an effective strategic advocacy campaign 3. To learn practical tools to develop an advocacy campaign

2. Advocacy is the process of managing information and knowledge strategically to change policies/practices or attitudes/behavior/beliefs that affect the lives of people, especially the disadvantaged.

3. Changes in policy/decis ion-making Changes in policy implementati on (practices) Changes in people’s ideas/awareness of policies and practices

4. AUSTRALIAN LAUNCH 6 OCTOBER 2009 SYDNEY, AUSTRALIA

7. Technical expertise in advocacy and campaigning Thematic expertise of the issue being addressed Political expertise on the relations of power that affect the issue (the key target)

8. Issue Problem External Context Internal Resources Strategy Action Evaluation Mission/mandate

9. Phase Stage of the issueApproaches 1New demand/issueAwareness raising 2Raising awareness among decision makers Policy proposals 3Taking the issue forward Negotiate support 4Workable plans, implementation begins Demand resources 5Solutions implementedMonitor the impact

10.  Select an issue that will make the foundation of your advocacy plan (e.g. HIV/AIDS, gender justice, literacy, climate change, education financing, youth empowerment)  Process: 1. Work in your learning groups 2. Share each process 3. Strategic advocacy plan for your learning groups 4. Brief report of plan

11.  Inadequate problem analysis leads to Focusing on effects of problems Addressing the issue in a broad and complex manner Making unrealistic, irrelevant, wrong demands  Adequate problem analysis helps us to Define specific objectives and priorities Have clear answers/suggestions CSOs can use community level data for policy analysis

12. 1. List all the possible problems affecting an issue 2. Map them onto a problem tree 3. Identify  Effects – as branches – Goal  Core problem – as trunk – Aim  Causes – as roots – Objective

13. 2. Context and Internal Resources  SWOT analysis Internal strengths and weakness External opportunities and threats  Maximize strengths and use opportunities  Reduce weakness and avoid threats  Realistic strategy to impact on issue

14.  Strategies include Aims Objectives and indicators Targets: individuals not institutions Audiences: influential with the target Approaches: based on resources and stage of issues, access to audiences Action plans Resources & budgets (Background information: political context, previous related work, consultation process)

15.  Aim: general declaration of intent for advocacy e.g. Governments should contribute at least 3% of their national education sector budget to adult literacy programs  Objectives: must be SMART S: Specific M: Measurable A: Achievable R: Relevant T: Time specific

16.  A stakeholder is anyone who is affected or who has some influence over the issue you are working on  Analysis to identify who you should influence (target) Not only who we will mobilize

17. 1. Brainstorm all the people (not institutions) who have interest or a potential influence over the issue. Be specific Be creative 2. Ask two questions for each stakeholder How importantly does the stakeholder view the issue? How influential is the stakeholder over the decisions made on the issue?

18.  Identify target (decision maker) responsible for change Informal and real decision maker Make decision vs approve decision  Who and how audience influence target

19. 1. Rational: influencing through the weight of rational argument, e.g. child labor 2. Collaboration: influencing by collaborating with the target, e.g. seminar 3. Legal: using independent legal system e.g. suit against offending companies 4. Political: mobilizing outside through pressure e.g. labor union, faith groups, Use politics, not use anyone politically

22. Election Campaign in India Financing for Education Campaign Mobilization

24.  Requires logistical skills  Opportune moment and location e.g. G8 summit Literacy day (Sep. 8) EFA high level group meeting CONFINTEA

25.  Impact Was the policy changed?  Do not confuse success in activity with policy change  Difficult due to the question of attribution  Efficiency Cost effectiveness Any alternative measures?