Advocacy Training for Tunisian Civil Society Arwa Hassan Middle East North Africa Department.

Advocacy Trainingfor Tunisian Civil Society

Arwa HassanMiddle East North Africa Department

What is advocacy?

What is advocacy?

1

2

3

4

An important feature of advocacy

Advocacy is about influencingpeople: But advocacy is not necessary antagonistic or confrontational.

Ian Chandler

Ask – is it working?

Start your activities

Identify how to make that change

Make a Plan of Action

Advocacy – what is it and why do we need it? Agenda

TI’s working definition of advocacy

“Critical but constructive engagement with all stakeholders (including local communities)” focusing on a process of change in:

who makes the decisions: participation of civil society, representation of community

what is decided: legislation, policies, budgets, programmes

how it is decided: transparency; participation of civil society

Ways of enforcement or implementation: accountability, awareness raising internat’l/regional conventions

Others’ definitions of advocacy

Advocacy is the process of influencing key decision-makers and opinion-formers (individuals and organisations) for changes to policies and practices that will work in poor people’s favour.’ Action Aid

Advocacy is the process of managinginformation and knowledge strategicallyto change and/or influence policies and practices that affect the lives of people

(particularly the disadvantaged). WASH Partnership Workshop

‘Advocacy is speaking up, drawing a community’s attention to an important issue, and directing decision-makers toward a solution. Advocacy is working with other people and organizations to make a difference.’ Centre for Development and Population Activities

„A process of influencing the attitudes and behaviours of targeted people in order to change the policy and practice of governments and other institutions“.Pressure Works (London)

√Changes in the policy and/or practice of institutions (e.g. budget allocation, legislation, access to services)√Changes in the attitude and behaviour of certain groups of people (e.g. the public to welcome asylum seekers)√Changes in the social, political and legal environment (e.g. Access to Information)Amnesty International

Group Discussion:What makes good advocacy?

• Can you share some of your experiences of success in advocacy?

• What advocacy efforts didn‘t go according to plan and why not?

Change

There is no problem

There is a problem, but there is nothing I can do.

There is a problem. What can I do about it?

I am ready for action

I take action and help others to take action

Change

Knowledge

ACTION

The Advocacy & Campaigning Cycle

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Know what you want to change

1. what is the problem? 2. how will the process of change occur? (including advocacy environment and our capacity to take action)3. who are the key people to decide changes? 4. what are the activities or tactics (including messages)?

Planning process for strategic advocacy

That requires a clear, well-thought-out strategy, regardless of whether you want to do high-level lobbying of policy makers, hold a communications event or engage the public in a campaign.

It’s as complicated and simple as those four questions …

Why are we doing this advocacy?

• To change people’s lives to be corruption-free.

• 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.

• Example: Citizens will be empowered to fight corruption through the adoption of an effective UNCAC review mechanism that promotes their involvement and oversight.

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.

Advocacy Objectives

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

“To lobby the government to ratify the UNCAC”“To educate the public about the extent that

corruption affects development”• Instead, write:

“The government to ratify and fully implement…”“The public to understand how much corruption

retards development”

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.

*Specific Measurable, Achievable (or Appropriate) (or Ambitious) Relevant (or Realistic), Time-bound

Picking a winning issue

• Prioritise issues in order of impact, importance and feasibility

• Think of your context on a national level• Feasibility may mean you do not choose to

tackle the largest problem identified in your NIS study.

• You may have other reasons for doing advocacy – be honest.

Importance

If you successfully addressed a major problem would it…

Address a major problem from the NIS or GCB? Result in real improvement to people’s livesStrengthen anti-corruption networks and alliances?Provide opportunities for citizen/ stakeholder engagement?

feasibility

Be manageable for your organization?

Chapter devt

Increase the organization’s visibility and reputation?Diversify funding opportunities?

Enhance partnership with govt/national orgs?

TOTAL:

Five step advocacy plan

1.Identify aims &

objectives

2. Organise

yourselves

3. Devise

influencing strategies

4. Develop activity

plan

5. Monitor & Evaluate

TI National Integrity System (NIS) Assessment Manual

Part 2: NIS Advocacy Guide - Draft Revision

Five step advocacy plan Step 1 : Aims and Objectives

1.Identify aims &

objectives

2. Organise

yourselves

3. Devise

influencing strategies

4. Develop activity

plan

5. Monitor & Evaluate

What’s the problem and what’s the process involved in implementing change?

“Problem tree” exercise can help narrow down the change that needs to occur.

What’s the problem and what’s the process involved in implementing change?

• „Picking a Winning Issue“ checklist helps find the right topic• “Problem tree” exercise helps narrow down the change that

needs to occur.• SMART objectives help clearly define what has to happen.

(Specific, Measurable, Achievable, Realistic and Time-bound)

• Advocacy Expected Result: Phrasing your goal concisely• Theory of Change can help you think through the overall

„game plan“

Choosing an Advocacy Issue Picking a winner

How to pick a winning issue for your advocacy plans

(using a tool on an Excel Table)

Step 1: Write the names of the issues you wish to analyse at the top of the table

Step 2: Look at the analysis criteria on the left hand side, and see if you need to add any (for irrelevant criteria, see Step 3). For an explanation of each criteria, click on the red triangle on the top right corner of each criteria.

Step 3: Choose the importance of each criteria for your Chapter from, from 0 - 'not important at all', to 3 - 'very important'. You are offered a choice by a drop down menu

Step 4: Assign a value to the issue against the criteria, with 0 - not meeting the criteria at all, and 3 - meeting the criteria fully

Step 5: See the total number at the bottom of the table -this will help you identify your winning issue!

Country Country Country Country Country

Importance of

the criteria

0 - lowest

3 - highest

Issue 1 Issue 2 Issue 3 Issue 4 Issue 5

insert issue insert issue insert issue insert issue insert issue

Will resolving the issue…

Value: 0 - lowest

3 - highest

Total

Value: 0 - lowest

3 - highest

Total

Value: 0 - lowest

3 - highest

Total

Value: 0 - lowest

3 - highest

Total

Value: 0 - lowest

3 - highest

Total

Importance

Address a key weakness in the National Integrity System

Reduce corruption and promote good governance

Result in real improvement of people's lives

Strengthen a-c networks and alliances

Provide opportunity for citizen/ stakeholder engagement

Promote awareness of, and respect for, rights

Alignment

Be consistent with your Chapter's strategy and values

Contribute to the TI Strategy 2015 and global movement priorities

Require your involvement (i.e. there is clear value added)

Feasibility

Have clear solutions based on good evidence

Be widely and deeply felt

Be easy to communicate and understand

Draw on your previous work and experience

Provide opportunity for regional synergy and action

Be non-divisive among your key constituents

Be winnable (i.e. have reasonable chance of success)

Development

Increase Chapter visibility

Grow Chapter reputation

Develop and consolidate Chapter partnerships

Build internal capacity of the organisation & staff

Grow volume and diversity of funding

Strengthen the integration and cooperation of the TI movement

Specificity

Add your own criteria







Total 0 0 0 0 0

Problem Tree Analysis

• The ‘Problem Tree’ is a participatory visual method that maps out the cause-effect logic of the problem being addressed.

• It helps to visualize the complexities of the problem its causes and effects

• It helps to identify and prioritize the most important causes of the problem to be addressed to maximize results

Example of a Problem Tree

Dormant political parties

Uncredible or corrupt sources

of funding

Domination of vested interests

in politics

Corruption in the funding of political parties

Co

ns

eq

ue

nc

es

Ca

us

es

Eliteleadership

No legal framework on

donations

Members uninvolved

Lack of political commitment

The problem

Inadequate capacity

Poor fundraising strategy

No Political Financing policy

Government not funding political

parties

Funding of party relies on rich individuals

Poor party policies

Lack of financial sustainability

Misplaced priorities and

policies

Problem Tree Analysis

• The primary reason for carrying out a problem analysis is to develop a hierarchal relationship between causes and consequences, based on a cause-effect logic

• In an advocacy effort, it is the causes that are targeted, NOT the consequences: A proposal to solve a problem will be effective only if it addresses the root causes of a problem.

Problems to solutions

• Now we know what problem we want to change.

• Next we need to analyse the problem and find solutions

• We also need to identify if there are gaps where we need more research.

• Then we need to identify clearly what we will do to try to move towards solving the problem

Creating a “Solution Tree”

Active political parties and more

democracy

Credible and transparent sources of

funding

Opening for many interests

in politics

Reforming the system ofpolitical parties

funding

Be

nefits

Ob

jectives

Involve others in

leadership

Objective: Establish legal framework on

donations

Involve Members

Public demand for

political commitmen

t

Goal

Develop capacity

Help develop new fundraising

strategiesDevelop Political Financing policy

Objective: Government

funding political parties

Objective: Set limits rich

individuals’ donations

Reform party

policies

Greater financial sustainability

Better placed priorities and

policies

Aims and Objectives

1. Identify your main aim in each group– How will people’s lives be changed?

2. Identify some objectives that can get you closer to that aim.

– Specific outcomes that help achieve the aim.

3. Identify some of the smaller results– Specific changes that contribute towards the

objective – you know you are on the right path!

ChangeAIM: - People can access healthcare without fearing additional arbitrary costs of bribing.

Objectives: - Hospital adopts a no tolerance policy for bribery- Doctors sign joint action pledge not to ask for or receive bribes

Result:- Hospital agrees tackling corruption is a priority. - Corruption in the hospital is profiled in the media

Agree your position: Write a position paper

• A shorter version of a big report.

• Succinct• Use clear guiding headlines• Defines the problem and the

root causes• Includes clear

recommendations• Make sure there is internal

agreement.• Share to create alliances

This helps develop your key arguments and your key data. It helps everyone be on the same page and helps communicate your ideas.

1 or 2 pages (max 4 sides)

Ian Chandler

Recap: Know what you want to change

1. Pick a winning issue

2. Turn the problem into possible solutions

3. Identify your aim and your objectives

4. Agree your position


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Know what you want to change

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• Who do we need to work with or target?

• What can we do to influence them?

Group Discussion

• What worked? Why?• Why did it not work? • What influenced the decision?

Advocacy is contestedAdvocacy 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• pressure from other stakeholders

If we are to be successful, we must understand and neutralise opposing arguments

How does change happen?

• Where is the decision made?• Who makes the decision?• How is the decision made?• When is the decision made?• What influences the decision?

Group Brainstorm

1. Choose an objective and clarify who the decision maker is.

2. Develop all the reasons for or against taking the decision you want them to take from their perspective.

3. Who or what has the most influence on the decision maker?

Decision-makerFor Against

Channels of Influence

Resources:•People•Funds•Knowledge

NGO

Int’l Donors Minister of

Health

Issue orbeneficiaries

Senior religious leaders

Nat’l Media

Senate Cttee

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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 MapParliament

Academic research institute

Political party leaders

Minister of Justice

AdvocacyOrganisation

National Media

Individual MPs

Citizen action groups

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Other NGO

Other NGO

Influence Map

TT

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Advocacy & Campaigning Strategy Map

Aim

ObjectiveOne

ObjectiveTwo

Result1.1

Result1.2

Result1.3

Result2.1

Result2.2

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

What are the campaigning mechanisms?

• Research and analysis• Lobbying• Media• Allies• Popular campaigning

But how can we influence them?

First, we need to do a stakeholder analysis

This helps us to: • Identify our allies & opponents• Prioritise who we should target to achieve

maximum influence• Determine the influencing strategy (what we

need to do) for each priority audience

Task 1: Brainstorm all stakeholders

• Put all the people from the influence map on separate post-it notes

• Are there others who might play a role? Include them too.

• Be specific – individual people, or specific groups (ie, not “parliament”)

Who are Stakeholders?

Stakeholders can be individuals, types of people or organisations who:

• Are affected by the issue• Can influence the issue

Why are they important?

• Some are natural or potential allies• Some are natural or potential opponents• Some are undecided• All can be subject to influence

Stakeholder Analysis

Helps us to:• Identify our allies & opponents• Prioritise who we should target to achieve

maximum influence• Determine the influencing strategy for each

priority audience

Stage 1Brainstorm all stakeholders

Aim for a long and comprehensive list• Don’t judge or censor as you brainstorm• Be creative• Sub-divide groups as appropriate so that

each named group can be seem to have a broadly common position and interest

Stage 2 Analyse the Stakeholders

We need to identify the most important stakeholders for our campaign– We want to put our attention and resources

where it will have most effect– We don’t want to spread ourselves too thin

influence

HIGH

MEDIUM

LOW

ANTI NEUTRAL PRO

interest

Task 2 Analyse stakeholders

influence

HIGH

MEDIUM

LOW

ANTI NEUTRAL PRO

interest

NEUTRALISEBUILD ALLIANCES

INCREASE INFLUENCE

MONITOR CON

VIN

CE O

F IM

PORT

ANCE

Exercise: Stakeholder Analysis

• Choose the decision-maker we will influence• Brainstorm all the stakeholders that could influence our chosen decision-

maker• Analyse against three basic questions:

1. Who agrees or disagrees with our objective? Rate them strong for, neutral, strongly against

2. How important does the stakeholder view objective/issue? High, Medium, Low

3. How influential, compared to others, is the stakeholder over the decision-maker?

What do we need to know?

1. How much do each of the stakeholders identified agree or disagree with us?

2. How important do they think the issue is?3. How much influence do they have over the

issue?

Stakeholder Analysis(Draw this table on a Flip-Chart)

Stakeholder Attitude Importance Influence

AA A N P PP L M H L M H






AA = Very Anti; A = Anti; N = Neutral; P = Pro; PP = Very ProL = Low; M = Medium; H = High

Question 1

• What is their attitude to your position?– Strongly in favour (pp – very pro)– In favour (p – pro)– Neutral (n)– Against (a – anti)– Strongly against (aa – very anti)

Question 2

• How important is this issue to them (compared with the other issues that they face)?– High Importance– Medium Importance– Low Importance

Question 3

• What degree of influence can they have over the decision maker (compared with the other stakeholders)?– High Influence– Medium Influence– Low Influence

Identifying actions for different purposes

• What types of actions build alliances?• What type of actions increase influence?• What types of action convinces people of

importance?• What type of action neutralises?• What types of action monitors?

Why do these activities?• Street protest• Law-suit• Phone calls• newspaper

advert• online video• Having coffee• Writing a friendly

email• Inviting them to

speak at an

event• A billboard• Tweeting• Radio shows /

phone ins• Op-eds• Capacity building

workshops• Building

coalitions• Lobbying

meetings• Town hall

meetings• Targeted

research• Public rallies• Leafleting• Policy papers• Petitions• Joint letter

Can we do everything?

• What is the socio-political context (beyond our control)? Will it help us or hinder us?

• We need to look at our resources (human and financial)

• What are we good at? What are we weak at?• We need to think about external opportunities

(are their big events Elections? Laws being discussed?)

• We need to think about risk.

• Legal• Security• Political• Communications• Cyber• Governance/management• Financial

Identify risk and analyse what you are comfortable with.

TI Health Check tool

Prioritizing objectives

Fragile Moderately developed Professional

Capacity is absent or at a very basic level of development; major deficiencies mean the chapter’s risk management systems and processes are not fit for purpose.

Capacity is developing but important areas for further improvement remain; the chapter’s risk management systems and processes achieve or approach a minimum standard.

Capacity is high and the chapter’s risk management systems and processes are working well; good practice can serve as an example to other chapters.

Recap: Identify how to make that change

• Identify decision-makers• Identify who influences them• Identify whether and how you can influence

them• Map all the stakeholders to identify what

tactics to use - which activities• Identify what is feasible – you can’t do

everything. Make sure you are safe.


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Setting the direction for advocacy

• You have your key issues• You know which people are important. • You have lots of types of activities that might be

useful for different types of people.• You need to think about which activity comes

when and think about times when you need to stay flexible.

• Now you need to think about how to make the change – and plan it

Advocacy & Campaigning Strategy Map

Aim

ObjectiveOne

ObjectiveTwo

Result1.1

Result1.2

Result1.3

Result2.1

Result2.2

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

Action Plan – and monitoring

• The excel spreadsheet keeps all the information on the map in one place.

• It assigns people to different tasks• It gives times and deadlines• It helps show people what you are doing• It helps show you how you are doing


Ian Chandler





Good luck!

Arwa HassanRegional Outreach Manager, MENA Department [email protected]

mailto:[email protected]

Appendix: Tips on holding a meeting

• What should you do before a meeting?• What should you do during a meeting?• What should you do after a meeting?

Appendix: Meeting skeleton

1. Introduce you and your constituency

2. Introduce the problem

3. Ask for something

4. Close the meeting by looking to the future

Appendix: How do TI Chapters organize themselves to do advocacy?

• Get support from senior NC trustees (Board, Advisors, Well-Wishers)

• Keep internal and external stakeholders informed with feedback about their input

• Give everyone an entry point & a next step• Use networks carefully: shared expectations to achieve shared

aims• With allies and targets, focus on individuals and not

organizations

Appendix: SWOT Analysis

Strengths1. 2. 3.

Weaknesses1. 2. 3.

Threats1. 2. 3.

Opportunities1. 2. 3.

Internal to the organisation

External to the organisation

Positive factors Negative factors

Appendix: Monitoring and evaluation

Keep it simple!

Monitoring & Evaluation of advocacy – why do it?

To steer – to identify how your plans need to be modified to achieve aims and objectives

To learn – so that your experience helps you to be more effective next time

To be accountable – to funders, managers, colleagues, partners, beneficiaries, etc

To motivate – staff, supporters, partners, etc

M&E Questions

• How efficiently are we working?• Are we doing better than before? • How effective are our products? • Are there unexpected outcomes or factors?• How much impact are these outcomes

having on the decision maker?• If we are not influencing, what is

influencing the decision maker?• Are peoples’ lives getting better because of

our advocacy?

Advocacy Training for Tunisian Civil Society Arwa Hassan Middle East North Africa Department.

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