Advocacy and Campaigns

1. Advocacy and Campaigns Edona Ahmetaj April 3rd, 2018 Pristina

2. Objectives of the training • Present the concepts of advocacy; identify basic skills required for advocacy; and learn to develop an advocacy strategy. • Consider how advocacy can contribute to achieving your organization's objectives • To present in a practical manner some of the main tools and methods used in advocacy, including • Identification and analysis of an advocacy issue; • Mapping of actors; • Influencing the work of actors through alliances and coalitions. • Reflect on the role and impact of the EU and identify key institutions and individuals related/tied to the interests and activities of your organization • Review ways of setting objectives and advocacy monitoring

3. What is Advocacy? • Advocacy describes a method or approach used for: • To change policies and practices • To reform institutions • To change the relationships in government and • To change behavior and attitude • To give the work of the project a wider impact/scope

4. A few definitions for advocacy “Advocacy is putting a problem on the agenda, providing a solution to that problem and building support for acting on both the problem and solution”. (An Introduction to Advocacy: Training Guide, Ritu R Sharma, Academy for Education Development) “Advocacy consists of actions designed to draw a community’s attention to an issue and to direct policy-makers to a solution. It consists of legal and political actions that impact the form and practice of laws. Advocacy initiatives require organization, strategic thinking, information, communication, and mobilization”. (Human Rights Manual, Marge Schuler)

5. Why do we use advocacy? • To achieve a broad and sustainable change • To create a greater impact than the one possible with only basic programs, • To make efforts to make the impact of the progams more sustainable • To protect communities and programs from unfavorable political changes

6. Why do we use advocacy? • To strengthen civil society and expand the democratic space by: • encouraging consultations and participation of citizens at all levels of policy making • Strengthen cooperation between NGOs and other civil society groups through • interaction with decision-makers • Increase the legitimacy and credibility of civil society groups

7. Problem and case analysis - Technique “But why?” • What are the “root causes”? • What is the technique “But why?” • How does this technique work? • Example: Problem: Children do not go to school But why? They continue to get sick But why? They drink bad water But why? The local government said it would dig a new well last year but has not done so. Possible response to this problem: Dig a well or advocate to the local government that they secure a well!

8. Problem and case analysis - Technique “But why?” • Why should we analyze the root problems? • When should we analyze the root problems? • Combining the “But why?” technique with other techniques: • Consultations with beneficiaries • Research of policies

9. Problem and case analysis – Visioning of key issues • What is your long-term vision for your country? • How do you want your society/country to be? • What specific features would be indicative of your ideal society? • What should change in order to achieve this? • What are the obstacles preventing this from happening? • What are you trying to achieve with your work? • What contribution does this work make to your overall vision? • What else can/should you do?

10. Problem and case analysis • Tree of problems • Star for problem/case analysis

11. The cause, consequences and possible solutions • Issue:

12. Criteria for selecting a strategic issue • Addressing the issue successfully will result in a real improvement of people's lives • The issue is important for your mission and stakeholders • It is in line with your organizational priorities • This is a 'root' issue that will block progress in other issues/problems if it is not addressed • Confronting the issue successfully will increase the impact of your work • The issue fits in with your expertise, experience or analysis

13. Criteria for selecting a strategic issue • You know what you want to change, why you need to change it and how it should change. • There is a possibility to make the necessary changes • Your supporters and donors will support your work on this issue • Your partners and beneficiaries believe the issue is important • The risks associated with dealing with the issue are manageable • Your organization has a special contribution to make in relation to this issue and/or it can bring an added value

14. CHECKLIST for selecting a strategic issue

15. Mapping of actors/stakeholders • Some influential groups • Politicians and parties in government • Religious leaders • Business associations and large companies • Lawyers, judges, doctors, academics, teachers, and other professionals • Media - including televisions, radios, newspapers and magazines • Workers’ unions and associations • Consumer Organizations and consumer groups • Women’s groups • NGOs and civil society organizations • Regional institutions – BE • International institutions – World Bank/IMF, World Trade Organization, UN agencies, etc.

16. Stakeholder analysis • Target/target groups: decision-makers, people who have the power to make changes when necessary; people with an influence on decision-makers. • Beneficiaries: People with and for whom you work; those who are expected to benefit from your advocacy work. • Allies: those who share your goals and can help you influence or exert pressure on decision-makers. • Opponents: Those who are against what you want to achieve and try to stop the changes you want to see from happening.

17. Lobbying - What is Lobbying? • A Lobby A group, organization or association engaged in trying to influence lawmakers or other public officials in favor of a particular cause. Initially, the term referred to people who used to frequent the "lobbies" (corridors) of government buildings to speak with lawmakers. • Lobbying Direct efforts to influence policymakers, public officials, or other decision-makers through personal interviews/meetings and persuasion. Some people use this term reciprocally with advocacy. • Lobbyist The person or organization that lobbies.

18. Making the first attempt to lobby • Step I: Find out who the adequate person is in the organization or institution • Step II: Call them on the phone to schedule a meeting • Step III: If you could not schedule a meeting, write him/her an email

19. Ethics of lobbying • Justice/Fairness • Transparency

20. Some tips for successful lobbying PREPARATION, PREPARATION, PREPARATION Be clear about what you want Learn people's views in order to lobby What's in it for them - why they have to change their views Develop your messages • Be simple and clear • What's the matter/issue? • What do you want them to do about it? • Use examples that will engage/catch their interest • Prepare a kind of short document

21. Some tips for successful lobbying Plan and read • Consider the best time and place for a meeting • Make sure you know the place • Arrive on time; be prepared to leave ahead of time • Dress properly • Be polite, accept status Use negotiation techniques • Be aware of your body language • Relax, keep your voice quite • Listen actively – do not interrupt, show sensitivity • Ask questions • Keep them within the time you’ve set – short and sweet; do not be ashamed, stay within your plan

22. Some tips for successful lobbying • Building relationships: The messenger can be as important as the message • Personnel consistency builds trust and transparency • When you are a reliable source of information, people listen • Consider the involvement of someone who is directly affected by the issue • Be friendly, use your social skills  • Keep/maintain regular contact • Always end a meeting suggesting that another one would be needed

23. Developing a public campaign • STEP ONE • Ask yourself why you should/need to have a campaign? • What concerns you? • Why hasn’t the change occurred already? • How would communication with a wider public help? • STEP TWO • Decide who your target audience is for the campaign – be specific • Who is more likely to answer to a call for this issue? • Whom do you want to involve? • You should really know your target audience. What media do they read/follow/listen to? • What are they enthusiastic about? • What style and approach would they answer to? What would distance them?

24. Developing a public campaign • STEP THREE: • Develop your message. Remember that this is a campaign and not an educational exercise. Communicate with just one message. Be straightforward and simple. • Start where your audience is, do not assume that they do not know anything about your mission/issue. • All issues are complex, but your campaign should not be. Complexity de-motivates people, makes them confused and reduces their readiness to hear/listen to what you say. • A good photo is worth a thousand words. • STEP FOUR: • Draft a plan, timeframe and budget for your campaign activities. You should have clear objectives and know exactly what you will do from the start. • Is there any volunteer that can help you with the activities of the campaign?

25. Developing a public campaign • STEP FIVE • Before starting your campaign, inform other NGOs and civil groups about it. Ask if they would like to join/cooperate. • STEP SIX • Find a way to record the names and addresses of your campaign supporters. If resources allow, give them feedback when the campaign is held - it will keep their enthusiasm and interest and allow you to call for further support in the future.

26. Some tips for a successful campaign Campaigns are most successful when: • The campaign is very motivating, not educational • Objectives resonate with the public (widely known, it triggers emotion) • It is possible: the objectives are realistic and achievable within the time frame you are working on • There is a clear and simple "request" or action that is supported • Your entire organization is engaged and actively engaged in the campaign - all are ambassadors • The approach taken is creative, innovative but easy to understand • Supporters have the opportunity to be actively engaged in a variety of activities • The campaign is supported by wider NGO alliances • Media is attracted by campaign messages and activities and provide extra publicity • The issue allows you to talk about your experience and expertise and is consistent with your values ​​and vision • The point is where the changes will result in real improvements in people's lives

27. The importance of messages in a successful communication • A good message vs. a bad message • Creating a communication strategy and program that has: • a clear vision • agreed key messages • clear and realistic objectives • evaluation criteria • Well thought: • educates, convinces, and motivates • creates consciousness, builds loyalty • revitalizes your image • creates a sense of injustice that will mobilize action • wins media approval • cultivates new donors and ambassadors in people's lives

28. Working in networks, alliances and partnerships with other NGOs Advantages • May include groups of different abilities and different experiences • A variety of donors, policymakers, and media are secured • Coordinated activities imply fewer duplications • Increasing participation increases credibility and legitimacy • More groups mean a greater voice • Participants operating in different geographic locations can create and influence the broader public opinion. • Division of work and exchange of resources is made possible • Any response/reaction from the authorities will spread among the participants

29. Working in networks, alliances and partnerships with other NGOs Disadvantages • Requires active management • The process toward achieving the goals may be slow • It may take a long time to come to a common view and action plan • Some participants may take more than they give • Your organization's individual profile may be lost • Some participants may grab the public profile for themselves

30. If you want to go fast, go alone! If you want to go far, go together!

31. Creating and maintaining alliances • Creation phase • Maintenance phase • Organization • Leadership • Meetings/Documentation

32. Developing advocacy objectives

33. Thank you for your attention ☺ edonatolaj@gmail.com