] thepressuregroup [ advocacy & lobbying for development ngos devised & presented for the...

]thepressuregroup[

Advocacy & Lobbying for

Development NGOsDevised & Presented for the Austrian EU-Platform

by Ian ChandlerThe Pressure Group Consultancy Ltd

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Ground RulesAs a courtesy to your colleagues, please:

Be quiet and listen when others are speaking, respecting each other and their views

Contribute fully, speak loud and clear

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Introductions

Please talk to and then introduce your neighbour, telling us:

• Their name, organisation and role

• Their experience of advocacy

• What they want to get from this workshop

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What isAdvocacy?

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Group Exercise

Write on a piece of flip chart paper a one sentence definition of advocacy as it applies to development.

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Individual Exercise

• Read the other definitions, and decide which one of them you like the best.

• Vote for your chosen definition. You cannot vote for the definition produced by your group.

• Be prepared to justify your choice.

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Definitions of Advocacy

From an SCF Advocacy workshop held in Brazil:A. Action aimed at changing the policies, position and

programmes of governments, institutions or organisations.

B. An organised, systematic influencing process on matters of public interest.

C. Putting a problem on the agenda, providing a solution to that problem, and building support for acting on both the problem and the solution.

D. A social change process affecting attitudes, social relationships and power relations, which strengthens civil society and opens up democratic spaces.

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What is advocacy?

• Advocacy is a process not an event

• It happens at all levels – local, national, regional and international.

• It is about achieving specific outcomes

However, there are different views about what type of outcomes advocacy should focus on, and who should do it.

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Advocacy outcomes

Individuals and organisations tend to see advocacy as a process whose main purpose is to achieve one or more of:

• Change in institutional policy & practice• Change in public attitudes & behaviour• Change in the political process or system• Increased power and influence for the poor

and marginalisedIf the other changes are achieved, this would be

either a bonus or a means to an end.

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Choice 1: Why Advocacy?

Why should northern development NGOs spend money on advocacy (either doing it themselves or supporting partners and communities to do it) instead of taking other approaches to relief and development?

What are the arguments against spending money on advocacy?

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Why Advocacy? Scale up the impact of development programmes through a

multiplier effect Can tackle the underlying causes of poverty Potentially effect more people than traditional development

programmes Expression of rights-based or solidarity approaches to development Holds governments and other agencies to account Exploits opportunities to make change Fulfils expectations of staff, their peers, supporters, funders &

beneficiariesAnd for public campaigning: Enables a higher organisational profile, which helps fundraising and

supporter recruitment

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Risks & Downsides

Diverts resources away from direct help and support

Outcomes are often long term and/or intangibleCan displace voices of the NGO’s beneficiariesRisk of damaging NGO reputation or sources of

fundingRisk of creating a negative impact and/or

provoking a stronger counter-reactionSecurity risk to the NGO’s staff, partners &

beneficiaries

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Who does Advocacy?

Advocacy can be done:

• By the people directly affected by the issue

• For the people directly affected by the issue

• With the people directly affected by the issue

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Local in North

National in North

Local in South

National in South

Advocacy Domains

Regional in North

Regional in South

Global

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Choice 2: Who does Advocacy?

What circumstances or criteria should determine whether an international development NGO:

a) Does advocacy for the people directly affected by the issue, or

b) Supports local NGOs to do advocacy for the people directly affected by the issue, or

c) Supports the people directly affected by the issue to do their own advocacy?

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Supporting advocacy “by”

This can be called participatory or grass-roots advocacy, and may involve:

• Capacity building of organisations of poor and marginalised people (or facilitating the formation of such organisations)

• Popular education, concientisation, animation

• Economic literacy training• Community empowerment

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Local in North

National in North

Local in South

National in South

Advocacy Domains

Regional in North

Regional in South

Global

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Doing advocacy “for”

In certain circumstances, this is the most appropriate approach:

• When we are in a safer position than our beneficiaries to speak out

• When we advocate to audiences with whom we have greater access & influence

• When an urgent response is needed

• When those affected ask us to

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Legitimacy

• What is it?

• Why is it important?

• How do we get it? What is involved?

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Accountability

• The flip side of legitimacy is to be accountable to those who provide your legitimacy.

• You can do this by providing beneficiaries with feedback on what you have done and achieved in their name, and ask for their views on your actions.

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Doing advocacy “with”

• Doing advocacy “with” those affected by the issue implies that the NGO and the affected community are participating equally in devising and agreeing the advocacy agenda, aims, objectives and strategy, as well as both undertaking coordinated advocacy actions.

• This requires sensitivity to issues of power. For example: Is your partnership one of equals or are you dominating the activity, and using your funding power to recruit “collaborators”?

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Aims & Objectives of Advocacy

The Why and the What of Advocacy

• Why are we doing this advocacy?

• What are we trying to make happen?

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Why are we doing this advocacy?

• To change people’s lives.

• Therefore our aim or goal is a statement of how a particular group of people’s lives will be changed if our advocacy is successful.

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What are we trying to make happen?

• Changes in institutional practice or individual behaviour that will contribute to the fulfilment of our aims.

• These are our advocacy objectives.

• They can be set for the whole campaign and for each activity in the campaign.

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Institutional Objectives

Objectives that are focused on institutions (eg, governments, UN bodies, NGOs, companies) fall into two types:

• Policy change

• Practice change

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Individual Objectives

Objectives that focus on individuals or groups of individuals (eg, men, land-owners, MPs, supporters) fall into four types:

• Knowledge• Skills• Attitudes• Behaviours

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Advocacy Objectives

Institutions

• Policy Change• Practice Change

Individuals• Knowledge• Skills• Attitudes• Behaviours

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Advocacy Objectives

Write the outcome not your activity.• For example, don’t write:

“To lobby the government to abolish the death penalty”

“To educate the public about the extent of child poverty”

• Instead, write:“The government to abolish the death penalty”

“The public to understand the extent of child poverty”

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Make objectives SMART!

• Specific

• Measurable

• Achievable (or Appropriate)

• Relevant (or Realistic)

• Time-bound

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Why set SMART objectives?

• To be clear about our advocacy plans and what we are trying to achieve.

• To help plan and design our activities so that they achieve what we want.

• To help us monitor and evaluate the effectiveness of our work.

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Approaches to Advocacy

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Advocacy is Contested

• Advocacy is about promoting a point of view in competition with other views

• These other views can arise from:– vested interests– different values– alternative perspectives– other priorities

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Choice 3: Strategic Approaches

• Rational

• Collaborative

• Legal/Judicial

• Political/Pressure

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Channels of Influence

Resources:•People•Funds•Other

N.G.O.

TargetIssue or

beneficiaries

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NGO

AudiencesTarget

Issue orbeneficiaries

Audiences

Audiences

Audiences

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NGO

Int’l Donors Minister of

Health

Issue orbeneficiaries

Arch-Bishop

Nat’l Media

Senate Cttee

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Simple Influence Map

Minister of Health

National Media

International Donors

Catholic Arch-Bishop

Senate CommitteeFamily

PatientsGroups

etc

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Chains of Influence

NGO Audience Target

NGO Audience 1 Audience 2 Target

NGO Audience 3Audience 2Audience 1 Target

NGO Target

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Chains of Influence

NGO Minister

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Chains of Influence

NGO Media Minister

NGO Minister

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Chains of Influence

NGO Media Minister

NGO Civil Servants Senate Cttee Minister

NGO Minister

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Chains of Influence

NGO Media Minister

NGO Civil Servants Senate Cttee Minister

NGO Arch-BishopClergyParishioners Minister

NGO Minister

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Influence MapMinister of Health

National Media

Arch-Bishop

Senate Committee

AdvocacyOrganisation

Civil Servants

Clergy

Parishioners

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Choice 4: Advocacy Tactics

• Reformist – Radical tactics– According to how you see the issue

• Insider – Outsider tactics– According to how you see your relationship to

the target

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Influence Map - OutsiderMinister of Health

National Media

MPs

TU Leaders


TU Members

Voters

Local Media

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Influence Map - InsiderMinister of Health

Special Advisor

Permanent Secretary

Junior Minister


Civil Servants

Department Head

Civil Servants

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Group Exercise

Identify the pros & cons of taking an insider approach and an outsider approach

In Out

Pros

Cons

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Insider & Outsider approaches

Insider approaches: Access to inside information about

policy processes and target’s positions

Build relationships & mutual trust More directbut May have to compromise your

position May be co-opted to target’s

agenda Gives legitimacy to target and/or

process May be misrepresented Excludes involvement of

stakeholders & supporters Vulnerable to change in

government or personnel

Outsider approaches: More involving of different

stakeholders More freedom of action Higher profile Can be more innovative, funbut May be stereotyped as radical,

extreme or irrelevant May be marginalised May drive opponents into a corner Risk of loss of institutional funding May damage future relationships

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Advocacy or Campaigning?

• Environmental NGOs and Human Rights organisations do “campaigning”

• Development NGOs do “advocacy”

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Research

PolicyAnalysis

Lobbying

AllianceBuilding

Planning &Coordination

Publicity

Activism

Campaigning

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Research

PolicyAnalysis

Lobbying

AllianceBuilding


Publicity

Activism

Advocacy

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Advocacy or Campaigning?

• Environmental NGOs and Human Rights organisations do “campaigning”

• Development NGOs do “advocacy”

• Development NGOs tend to see “campaigning” as the public aspect of advocacy – this is better referred to as “public campaigning”

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Research

PolicyAnalysis

Lobbying

AllianceBuilding


Publicity

Activism

AdvocacyPublic

Campaigning

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Advocacy Terms

Please match the following terms against the definitions given on the handout

A. Activism

B. Alliance Building

C. Awareness RaisingD. Campaign (noun)

E. Lobbying

F. Policy Work

G. Public Campaigning

H. Public Education

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Advocacy Terms

1. Investigating issues and problems, gathering evidence and identifying recommended solutions or courses of action.

A. Activism



E. Lobbying

F. Policy Work


H. Public Education

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Advocacy Terms

2. Direct approaches (usually through face-to-face meetings) to decision makers or individuals with high influence in order to persuade them to take a particular course of action.

A. Activism



E. Lobbying

F. Policy Work


H. Public Education

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Advocacy Terms

3. A project or organised course of action designed to achieve a specific response from a particular audience.

A. Activism



E. Lobbying

F. Policy Work


H. Public Education

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Advocacy Terms

3. A project or organised course of action designed to achieve a specific response from a particular audience.

For example:• fundraising campaigns• advertising campaigns• election campaigns• advocacy campaigns

A. Activism



E. Lobbying

F. Policy Work


H. Public Education

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Advocacy Terms

4. Increasing the knowledge of the public (or sections of the public) concerning the existence of a particular problem or issue.

A. Activism



E. Lobbying

F. Policy Work


H. Public Education

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Advocacy Terms

5. Increasing the understanding of the public (or sections of the public) concerning the nature and/or causes of a particular problem or issue.

A. Activism



E. Lobbying

F. Policy Work


H. Public Education

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Advocacy Terms

6. Generating and mobilising support from the public (or segments of the public) for a particular solution to a problem or issue.

A. Activism



E. Lobbying

F. Policy Work


H. Public Education

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Advocacy Terms

7. Generating, mobilising and coordinating support from other groups & organisations for a particular solution to a problem or issue.

A. Activism



E. Lobbying

F. Policy Work


H. Public Education

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Advocacy Terms

8. Mobilising activity of supporters and/or beneficiaries in order to generate publicity and/or lobby and pressurise decision makers.

A. Activism



E. Lobbying

F. Policy Work


H. Public Education

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Public Campaigning is…

A process of creating and mobilising demonstrable public concern, in order to influence wider public behaviour or the policies and practices of public and private bodies.

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Public Concern

Public concern describes an attitude that change is needed (or that a proposed change should not take place)

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Public Concern

For public concern to influence a decision maker, it needs to satisfy a number of requirements:

• It must be widespread• It must be deeply held• It must be detectable, and more usefully• It must be demonstrated to the decision

maker

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Demonstrable Public Concern

Demonstrable Public Concern (DPC) is an attitude to an issue that is expressed in certain behaviours. For example:

• As a consumer: buying fair-trade coffee or boycotting Esso, etc.

• As a citizen: writing to MPs and government, changing voting intentions, etc.

• As a community member: writing to the media, wearing badges, talking to friends, etc.

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Activists

PolicyMakers

OpinionFormers

PublicOpinion

Mutual Influences

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Advocacy Strategy Map

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Aim

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Aim

ObjectiveOne

ObjectiveTwo

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Aim

ObjectiveOne

ObjectiveTwo

Strategy1.1

Strategy1.2

Strategy1.3

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Aim

ObjectiveOne

ObjectiveTwo

Strategy1.1

Strategy1.2

Strategy1.3

Strategy2.1

Strategy2.2

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Aim

ObjectiveOne

ObjectiveTwo

Strategy1.1

Strategy1.2

Strategy1.3

Strategy2.1

Strategy2.2

Action1.1.1

Action1.1.2

Action1.1.3

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Aim

ObjectiveOne

ObjectiveTwo

Strategy1.1

Strategy1.2

Strategy1.3

Strategy2.1

Strategy2.2

Action1.1.1

Action1.1.2

Action1.1.3

Action1.2.1

Action1.2.2

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Aim

ObjectiveOne

ObjectiveTwo

Strategy1.1

Strategy1.2

Strategy1.3

Strategy2.1

Strategy2.2

Action1.1.1

Action1.1.2

Action1.1.3

Action1.2.1

Action1.2.2

Action1.3.1

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Aim

ObjectiveOne

ObjectiveTwo

Strategy1.1

Strategy1.2

Strategy1.3

Strategy2.1

Strategy2.2

Action1.1.1

Action1.1.2

Action1.1.3

Action1.2.1

Action1.2.2

Action1.3.1

Action2.1.1

Action2.1.2

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Aim

ObjectiveOne

ObjectiveTwo

Strategy1.1

Strategy1.2

Strategy1.3

Strategy2.1

Strategy2.2

Action1.1.1

Action1.1.2

Action1.1.3

Action1.2.1

Action1.2.2

Action1.3.1

Action2.1.1

Action2.1.2

Action2.2.1

Action2.2.2

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Aim

ObjectiveOne

ObjectiveTwo

Strategy1.1

Strategy1.2

Strategy1.3

Strategy2.1

Strategy2.2

Action1.1.1

Action1.1.2

Action1.1.3

Resources (money, time, facilities, equipment)

Action1.2.1

Action1.2.2

Action1.3.1

Action2.1.1

Action2.1.2

Action2.2.1

Action2.2.2

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Advocacy Strategy Paper

Why do we write strategy papers?• To solidify plans, relating

activities to aims• To gain approval and release of

resources• To communicate plans to other

stakeholders and win their participation

• To be a reference point for evaluation

• To be your road map for the campaign

Advocacy Strategy

Purpose

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Advocacy Strategy Paper

1. Aims (how will beneficiaries be affected)

2. Objectives (specific changes to be made)

3. Target audiences & key influencing strategies

4. Proposition/Core Message5. Action plans & timetable for

each audience/strategy6. Resources & budgets 7. Risks & Assumptions8. Monitoring & Evaluation plan

Advocacy Strategy

Contents

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Group Exercise

• Brainstorm (onto post-it notes) all the specific activities that are associated with advocacy and campaigning.

• Group these activities into three areas:– Planning– Management– Implementation

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Planning Process

Compared with other project & programme planning, advocacy planning has some particular challenges, including:

• Dealing with complexity

• Dealing with uncertainty

• Dealing with ownership

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Planning Process

Effective advocacy planning is:

a) Systematic

b) Evidence Based

c) Participatory

d) Decisive

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The Advocacy & Campaigning Cycle

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Common Weaknesses

• Lack of focus – trying to tackle more issues, adopt more objectives or target more audiences than resources allow.

• Unclear aims and objectives (“if you don’t know where you are going, any road will take you there”).

• Activity planning happening before (or without) developing an influencing strategy, leading to untargeted actions and reduced impact.

• Failure to be innovative in developing actions, relying on whatever was done last time.

• Vague or bland messages.• Poor monitoring & evaluation, leading to lack of flexibility,

no real accountability and limited learning.

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Phase 1: Know what you want to change

Agree Aims&

Objectives

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Identify problem or issue to be addressed

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Analyse problem

orissue


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AgreeYourpolicy

position

Analyse problem

orissue


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Agree Aims&

Objectives

AgreeYourpolicy

position

Analyse problem

orissue


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Phase 2: Identify best influencing strategy

Agree target audiences, strategy & messages

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Understand the change

process

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Assess capacity to influence changeUnderstand

the change process

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Analyse social & political context


the change process

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Identify & analyse stake-holdersAnalyse

social & political context


the change process

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Identify & analyse stake-holdersAnalyse

social & political context


the change process

Agree target audiences, strategy & messages

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Phase 3: Devise action plan

Agree project plan and budget

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Further research on

each audience

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Plan activities for

each audience

Further research on

each audience

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Allocate tasks & develop timeline

Plan activities for

each audience

Further research on

each audience

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Agree project plan and budget

Allocate tasks & develop timeline

Plan activities for

each audience

Further research on

each audience

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Phase 4: Implement action plan

Influence decision makers

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Not necessarily in this order

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Launch advocacy campaign


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Form networks & alliances



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Publish core

documents


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Engage with target audiences



Publish core

documents


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Influence decision makers

Engage with target audiences



Publish core

documents


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Phase 5: Monitor & Evaluate Progress

Take action: steer, learn,

report

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Document what you

and others are doing

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Monitor how your audiences

react

Document what you


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Evaluate progress against plans


react

Document what you


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Take action: steer, learn,

report

Evaluate progress against plans


react

Document what you


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Management & Coordination

During the planning phases, managers should:• Ensure sufficient resources (time, money and

people)• Provide expert advice and feedback• Ensure risk analysis is carried out• Approve (or not) the end point of each of the

planning phases:– Aims and objectives– Influencing strategy– Project plan & budget

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Management & Coordination

During implementation, managers should:• Ensure coordination and internal

communications mechanisms are in place and functioning

• Ensure M&E takes place and is documented, receiving regular activity and progress reports

• Make quick decisions to enable rapid response to events and opportunities

• Motivate – give specific, constructive feedback and ensure that everyone celebrates successes, no matter how small

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Influencing Styles

• Factual

• Intuitive

• Normative

• Analytical

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Influencing Styles

• Factual: influences by a presentation of the facts; there is an emphasis on detail and documentation.

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Influencing Styles

• Intuitive: influences by stressing the benefits of a solution; the emphasis is on the a creative approach to new possibilities.

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Influencing Styles

• Normative: influences by an appeal to a common set of beliefs; emphasis on a fair solution; behaviours tend to be based on emotions.

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Influencing Styles

• Analytical: influences by showing causal relationships between parts and then synthesising them.

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Influencing Styles





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Influencing Styles

• You have these unconscious preferences, and you need to be aware of them.

• Your lobbying targets will also have their own unconscious preferences, and you need to recognise them.

• You need to be able to “speak the same language”.

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Sources of Power

There are two main types of power• Internal power – power that you bring with you,

such as your confidence and capacity• External power – power that others give you

according to how they perceive you

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External Power

External Power can be seen as coming from six sources as perceived by the target:

• Expert• Legitimate• Representation• Reference• Resource/Trade• Reward & Punishment

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Recap Day One

• Welcome & introductions

• What is advocacy?• Why do advocacy?• Who does advocacy?• Strategic approaches

to advocacy

• Insider and outsider approaches

• Advocacy terminology• Public campaigning• Advocacy Cycle• Influencing Styles• Power

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Implement Advocacy Plan

A wide range of activities and skills are involved in the implementation of advocacy plans – far beyond the scope of a short workshop.

Skills include: Lobbying, Media, Public Speaking, Supporter Recruitment & Development, Community Mobilisation, etc.

In this workshop, we will focus briefly on one main activity: Lobbying & Negotiation

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Lobbying

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Lobbying

• What is lobbying?• Where can it happen?

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Lobbying & Negotiation

• Lobbying and Negotiation are not the same

but• We can be more effective in lobbying if we

understand some negotiation techniques

and• We will be negotiating with others at some stage

in our advocacy work.

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Negotiation Model

1 2 3 4 5 6 7 8 9

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Negotiation Model

1 2 3 4 5 6 7 8 9

Want to be over here

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Negotiation Model

1 2 3 4 5 6 7 8 9



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Negotiation Model

1 2 3 4 5 6 7 8 9



Will accept this

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Negotiation Model

1 2 3 4 5 6 7 8 9



Will accept this

Will accept this

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Negotiation Model

1 2 3 4 5 6 7 8 9



Room fornegotiation

Will accept this

Will accept this

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Negotiation Model

1 2 3 4 5 6 7 8 9



No room fornegotiation

Will accept this

Will accept this

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Lobbying Phases

1. Preparation

2. Meeting

3. Follow Up

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Lobbying Phase 1Prepare

Get agreement to meet (or set up opportunity for “chance” meeting).

Agree who is in your delegation (never go alone). Establish who the meeting will be with, for how long, and the

expected agenda. Find out as much as possible about the people you will be

meeting. Anticipate what their position and priorities are, and what

arguments they will use. (However, don’t get stuck in this view – you will need to test it and respond in the lobbying meeting itself).

Be clear what your position is, your priorities and bottom line. Assess your sources of power in relation to the lobbying target. Prepare your arguments (using different influencing styles) Agree who will say what and what roles they will play.

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Power

• What power do you have with this audience on this issue?

• How can you enhance your power?

• How are you going to refer to this power and utilise it if necessary?

• What power do they have over you?

• Expert• Legitimate• Representation• Reference• Trade• Reward & Punishment

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Influencing Styles





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Attitude

• You are not trying to win an argument. If you go into a lobbying situation with that attitude, your beneficiaries will lose.

• You are trying to persuade the other person to take a particular course of action that ultimately will benefit your beneficiaries.

• Success only comes from a Win-Win situation.

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Lobbying Phase 2Meet

Establish rapport in ways appropriate for the culture of your lobbying target.

Briefly present your case and what you want the target to do. Listen to their response and any verbal and non-verbal

signals they might give. Engage in dialogue using assertive behaviour. Answer their

objections, focussing on your priorities. Ask questions. Listen to the responses.

Propose compromise solutions (if appropriate), using “if…then” language.

Don’t leave without something agreed, even if it is just another meeting – you must maintain the advocacy process.

Take notes of everything said (if appropriate).

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Behaviour

I’m OK

I’m not OKYou’re not OK

You’re OK

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Behaviour

I’m OK


You’re OK

Passive

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Behaviour

I’m OK


You’re OK

Passive

Aggressive

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Behaviour

I’m OK


You’re OK

PassiveNegative/Indirect

Aggressive

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Behaviour

I’m OK


You’re OK

Passive

Assertive

Negative/Indirect

Aggressive

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Lobbying Phase 3Follow Up

• De-brief immediately. – Review what took place in the meeting.– Gauge potential for further movement. – Give each other feedback.– Plan your next steps.

• Write up your notes of the meeting. – Circulate them to your colleagues and network partners

(taking into account the conflicting demands of transparency and confidentiality)

• Write to your lobbying target– Thank them for the meeting – Confirm what was agreed.

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Lobbying Role Play

• This role play is designed to give you experience in preparing for and conducting lobbying meetings.

• You will be given a scenario. Everyone in your role play has the same information about the scenario.

• You will also be assigned a role – either as a NGO lobbyist or as a lobby target.

• You may also be given some instructions specific to your role. You should keep these instructions confidential to yourself – don’t show them to your colleagues.

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Lobbying Role PlayThe exercise is in three parts:1. Preparation Meeting2. Lobbying Meeting3. De-BriefYou will role-play both the preparation meeting and the lobbying

meeting. More detailed instructions are given in the handout.

1. Preparation Meeting: Targets to prepare for the lobbying meeting in their designated “office”; lobbyists to prepare for the lobbying meeting in the “lobby”.

2. Lobbying Meeting: At the agreed time, lobbyists to go to their target’s office for the lobbying meeting (knock on the door!).

3. De-Brief: Targets and lobbyists to “get out of role” and de-brief together and give and receive feed-back.

Afterwards, we will de-brief together to identify learning points.

]thepressuregroup[

Recap workshop

• Welcome & introductions• What is advocacy?• Why do advocacy?• Who does advocacy?• Strategic approaches to

advocacy• Insider and outsider

approaches• Advocacy terminology

• Public campaigning• Advocacy Cycle• Negotiation model• Lobbying phases –

prepare, meet, follow up• Influencing Styles• Power• Assertiveness• Lobbying tactics

]thepressuregroup[

Individual Task

Write for yourself a Personal Action Plan that sets out what you will do in the next few months to:

• Share your learning

• Extend your learning

• Put your learning into practice

(you will not be asked to share this plan)

]thepressuregroup[

]thepressuregroup[

The Pressure Group Consultancy Ltd

www.thepressuregroup.org

] thepressuregroup [ advocacy & lobbying for development ngos devised & presented for the...

Documents

advocacy lobbying

advocacy outcomesindividuals

scf advocacy workshop

type of outcomes advocacy

development ngosdevised

northern development

social change process

political process