Advocacy Workshop National Network for Children Sofia, Bulgaria 29-30 June 2010

1. Ad Advocacy Workshop National Network for Children Sofia, Bulgaria 29-30 June 2010

2. day 1

3. what is advocacy? advocacy is…… influencing to change • knowledge, attitudes and behaviour (in relation to your issue) • policy • practice Addressing differences in POWER

4. what advocacy IS NOT

5. the different levels of advocacy……. e.g. International MDGs conference Int'l e.g. child trafficking policies, early warning systems Regional e.g. health, education, food security and child protection policies National Provincial/District/Local Government e.g. provision of alternative basic education to pastoralist children e.g. social rules about breastfeeding Community e.g. who works, who goes to school Family Inter-personal e.g. hand-washing, anti-smacking

6. rights based advocacy • naming the right • defining nature of right • identifying violations • incorporating into law • assuring it is enjoyed • making duty bearers and violators accountable • seeking justice for victims • making the system responsive • achieving broad acceptance • changing behaviours and values • engaging the public as citizens

7. advocating for child rights example of a definition…… Acting with and on behalf of children to influence the policies and actions of othersto improve the fulfilment of child rights

8. what role for NNC and its members? • you can advocate with children and their families • OR with your support, they can advocate for themselves • OR you can advocate for them, on their behalf

9. advocating in a network challenges • co-operation is time-consuming • may be hard to agree objectives • may have to compromise • can lose distinctive identities • conflicting agendas • opponents can exploit differences • some organisations may dominate benefits • link work on different levels • common voice – powerful • wider base, wider audience • more resources • more skills and expertise • strengthens civil society • build capacity of others • unity, solidarity • avoid competition

10. some tips for making it work……. • consensus on shared priority (overarching) issues • shared change objectives • joint advocacy asks • joint advocacy strategy • transparent co-ordination mechanism • thematic steering groups with clear responsibilities • continuous monitoring and information sharing

11. the advocacy cycle understand the context (political analysis) develop &implement plan of action identify the Issue (problem analysis) gather evidence mobiliseresources M&E involve children select influencing influencing strategies set change objectives develop clear messages know who can make change happen

12. understanding the context (1) understanding power dynamics visible power formal rules and structures hidden powerwho really controls agenda invisible powervalues, norms, beliefs, social hierarchy

13. understanding the context (2) political analysis entails understanding • how policy issues are identified • how policies are formulated and implemented • both formal and informal processes • roles, responsibilities and balance of power of institutions and individuals • how, when and where to act to achieve maximum impact

14. setting change objectives a change objective defines concretely • whatwill be accomplished • with whom • how • in what period of time

15. SMART objectives tip: objectives should be change-oriented, not activity oriented Specific Measurable Achievable Realistic Time-bound

16. exercise: critiquing objectives (1) original objectives • To mobilise and educate women and law enforcement agencies by the year 2001. • Improve health service delivery in rural areas in order to reduce child mortality.

17. exercise: critiquing objectives (2) • Rural women involved in savings clubs in three villages will have been educated about domestic violence and their rights with regard to family law. They will be able to form violence prevention groups at the community level within thirty months. • By 2011, 50% of children in five locations in the country will be covered by high-quality essential health services (where the constituents of essential health services are defined and agreed benchmarks used to assess quality).

18. day 2

19. recapping SMART objectives tip: objectives should be change-oriented, not activity oriented Specific Measurable Achievable Realistic Time-bound

20. who can make change happen? a stakeholder analysis is useful to: • identify who is interested in your issue (targets &influentials) • better understand their interests & attitudes • identify allies & opponents • assess who should be involved when tip:find out what they know and really care about

21. influencing your targets inform inform persuade move to action

22. advocacy approaches

23. knowing your audiences The aim is to push people into the“knowledge funnel”: moving their knowledge up the levels in time Simple Level 1: General public, new supporters, children Number of people Complexity of message Level 2: Committed supporters, volunteers (no brief) Level 3: Volunteers, campaigners journalists, All staff Level 4: Opinion formers, NGOs, Trustees People join the funnel at any level. Level 5: Specialist contacts, eg MPs, correspondents Complex Targeted audience

24. developing clear messages • keep it simple • put your ‘frame’ around the issue (highlight your perspective) • use information that will be locally relevant • use clear facts and numbers creatively • allow your audience to reach their own understanding • present a solution if possible

25. the one-minute message statementthe central idea of the message evidence supports statement with accessible facts and figures example adds a human face to the message action what you want the target to do desired

26. conveying your messages source whom will the audience find credible and respond to? format which ways are more appropriate to reach specific audiences? timing which is the best time to deliver your message? place what location can enhance your credibility & political impact?

27. lobbying what? 1:1 communication with key targets and influentials how? visits, briefings, conversations why? to educate and convince them to support and advance your agenda ultimately you have to make your problem their problem

28. preparing for a lobbying visit before • set objectives for the meeting • rehearse difficult questions and responses during • introduce yourself, the issue and the solution • communicate clearly what action you want your target to take • say that you are willing to help with information and support • do not avoid controversial topics but remain calm • try to get a commitment from the decision-maker after • make notes and evaluate your visit with colleagues • send a thank you note

29. lobbying politicians do • face-to-face meetings • use clear messages and ‘killer’ facts • share ‘cutting edge’ research & reports • establish yourself as the expert • show them you know how the process works • win over their assistants • provide concise, relevant, to the point input • always be available don’t • go in if you haven’t done your homework • try too hard…. • impose your views • fudge it if you are not saying anything new…..

30. Ad blagodarya