Download Analysis of the political and social context

Introduction
to advocacy
– Think, strategise,
plan, act!
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
Topics covered by the workshop
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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
What is advocacy?
Identify problems
and solutions
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.
Analysis of the political and
social context
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?
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?
Analysis of the political and social context
DO YOU OR A RESOURCE PERSON HAVE AN
EXAMPLE TO SHOW HERE ABOUT
CONTEXTUAL ANALYSIS? ADD HERE
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
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?
Setting objectives
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”
Setting objectives
ADD YOUR OWN/OR A RESOURCE PERSON’S
EXAMPLE OF A SMART ADVOCACY
OBJECTIVE IF YOU HAVE ONE
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.
Choose target group
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
Choosing the target group(s)
Power mapping exercise:
• Helps to reveal power relations
• Identifies channels of influence
• Identifies targets!
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
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!
Define message, approach
and activities
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!
Develop your message
“Prospect theory” (Tversky & Kahneman):
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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
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People prefer options that seem certain rather than ambigious, even if the
results are less beneficial to them personally
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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
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Decision making is inconsistent. People may make choices that are less
beneficial or riskier, depending on how the information is presented
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Even though the results may be the same, people may make different
choices given different contexts or scenarios
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
Choose your approach
DO YOU HAVE YOUR OWN EXAMPLE OF AN
ADVOCACY CAMPAIGN’S APPROACH AND
ACTIVITIES? ADD HERE
What is a good lobby meeting like?
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Go in a small group, max 45 people
Discuss in advance who
says what and prepare well
(know who you are
meeting!)
Be clear on what you want,
be simple, explicit
Be direct but not threatening
Be a good listener, don't get
distracted
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Know your facts, but say
“I don't know” if that's the
case
Keep your sense of humour
Leave informational material
with the target
The way you present
yourself depends much on
the culture!
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?
Monitoring, evaluation
and learning
Monitoring, evaluation and learning
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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
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?
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For external evaluation, ask/hire a person to interview your targets and ask
about your impact
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Engage in internal learning and change accordingly! This will let you learn
from mistakes and successes and guide you to change strategy if needed.
Final wrap up
Thank you!
INSERT YOUR CONTACT
INFORMATION