Agenda

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Agenda

• Review of Last week
• Anther word on Partnering
• Working with the United Nations
• FOR TODAY
• Rules for Radicals and Advocacy
• Paticipatory methods
• Monitoring Evaluation

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Group Meetings
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Review

• History and Evolution of NGOs
• Defining NGOs
• Justifying their Place
• Development Process
• Problems and Solutions
• Project Planning Logical Frameworks
• From Project to Programs and Strategy
• Missions and Broader Development Goals
• NGO Organizational Structures, Boards
• Partnering

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Decision Making at the UN

• The UN Who Makes Decisions?
• How are Decisions Made?

http//www.undp.orghttp//www.unicef.org
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Where do NGOs fit into the UN System?

• Seek Accreditation Observer Status
• Consutation to UN Bodies
• Monitoring and Sharing Information
• Activism, Press Releases, etc.
• BUT . . . Governments remain main force for
  decisions

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UN NGO Interface Points

• Liaison Office www.unsystem.org/ngls
• Department of Economic and Social Affairs
  www.un.org/esa/coordination/ngo
• Department of Public Information
  www.un.org/dpi/ngosection/index.html
• CONGO http//www.ngocongo.org/ngowhow/
• World Summit for Information Societies
  http//www.itu.int/wsis
• Panel of Emminent Persons www.un.org/reform/pane
  l.htm
• http//www.un.org/reform/a_58_817.pdf

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UN Programs and Funds

• Strategy - http//www.unicef.org/publications/inde
  x_21344.html
• Program for Action
• http//www.unicef.org/aids/index.html

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Serenity Complex, Ramnagar Colony,Pashan, Pune
411 021. INDIA Tel [phone]
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Defined

• Public Advocacy is a planned and organized set of
  actions to effectively influence public policies
  and to get them implemented in a way that would
  empower the marginalised. In a liberal democratic
  culture, it uses the instruments of democracy and
  adopts non-violent and constitutional means.
  Public advocacy generally promotes public good
  and attempts to bring about social justice. It
  focuses attention on furthering the well being of
  the underprivileged members of the community.
• Advocacy Institute
• International Budget Project

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Methods Typically Discussed

• Engaging the mass media,
• Working through legal systems,
• Lobbying law makers,
• Networking, forming coalitions
• raising questions in parliament,
• access to information (Freedom of Information
  Acts),
• door-to-door awareness campaigns and mass
  mobilization for demonstrations
• civil disobedience.
• Voter registration
• What else?

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Typical Advocacy Objectives

• Laws Changed
• Rights Granted
• Budgets modified
• Programs Created or Stopped
• What else?

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CONTEST OF POWER

• Born in 1909, the son of Russian Jewish
  immigrants, Alinsky
• Passion for justice which originated from his
  experience growing up in Chicago's Jewish ghetto
• Motivated by his mother, Sarah Rice...She taught
  him that...individuals must be responsible for
  other individuals and that you can't just walk
  away when you see something that's not right.
• In 1950 Challenged Mayor Richard J. Daley's
  powerful political machine through a radical
  voter registration drive.
• In 1965, Alinsky took on Eastman Kodak over the
  issue of racial hiring.

Saul Alinsky
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His Quotes, Industrial Areas Foundation

• . . . education of the radicals of today, and
  to the conversion of hot, emotional, impulsive
  passions that are impotent and frustrating to
  actions that will be calculated, purposeful, and
  effective.
• It becomes a contest of power those who have
  money and those who have people. We have nothing
  but people.
• . . . this is accompanied by charitable
  handouts dressed up in ribbons of moral principle
  and freedom with the price tag of unqualified
  political loyalty to (the haves).
• We must see the world as it is and not as we
  would like it to be.
• Change Constantly examining life

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13 Rules for Radicals

• Power is not only what you have, but what the
  target thinks you have.
• Never go outside the expertise of your people.
  Feeling secure stiffens the backbone.
• Whenever possible, go outside the expertise of
  the target. Look for ways to increase insecurity,
  anxiety, and uncertainty.
• Make the target live up to its own book of rules.
  If the rule is that every letter (or e-mail) gets
  a reply, send thousands.
• Ridicule, especially against organizational
  leaders, is a potent weapon. There's no defense.
  It's irrational. It's infuriating. It also works
  as a key pressure point to force concessions.
• A good tactic is one your people enjoy. They'll
  keep doing it without urging and come back to do
  more. They'll even suggest better ones.

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13 Rules for Radicals

• A tactic that drags on too long becomes a drag
• Keep the pressure on. Never let up. Keep trying
  new tactics to keep the opposition off balance.
  As the target masters one approach, hit them with
  something new.
• The threat is usually more terrifying than the
  thing itself
• The major premise for tactics is the development
  of operations that will maintain a constant
  pressure upon the opposition.
• If you push hard on the negative, it will break
  through into its counterside.
• The price of a successful attack is a
  constructive alternative
• Pick the target. Target an individual,
  personalize the attack, polarize and demoralize
  his/her supporters. Go after people, not
  institutions. Hurting, harassing, and humiliating
  individuals, especially leaders, causes more
  rapid organizational change.

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Industrial Areas Foundation

• http//www.industrialareasfoundation.org/index.htm
  

Saul Alinsky
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Transnational Actors

• Need to recognize the issues, questions, and
  controversy about the role of International NGOs
  in Advocacy Movements
• What do we mean by transnational actors
• Apolitical Agencies - Epistemic Communities
  (Global Warming, etc.)
• More political Actors the One Campaign, etc.
• Again, what is the acceptable role

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Can we trust NGO Advocates?

• Constructivists View NGOs true to mission
• Skeptics NGOs serve interest of staff

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Transnational Action

• If you accept the constructivist argument that
  NGOs are indepenedent and tied to their missions
  . . .
• THEN we need to ask whether or not we think that
  they can be effective advocates abroad or not.
• Transnational Advocacy Networks link scales of
  organization and political action with
  implications for the strengthening of Ecuadorian
  democracy and civil society. (Thomas Perreault)

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Political Responsibility in Transnational NGO
Advocacy

• How do they define political responsibility?
• Can We?
• Embrace Goal of Campaign as well as democratic
  process in all facets

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Parameters to Assess Political Responsibility

• Dividing Political Arenas
• Agenda Setting and Strategy Building
• Raising and Allocation Financial Resources
• Information Flow
• Information Frequency and format
• Information Translation
• Formalization of Relationships

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Typology of Campaign and Political Responsibility
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NCAs Strategy on Advocacy
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Bonos Ones Campaign

• http//www.one.org/
• http//www.pbs.org/wgbh/pages/frontline/aids/view/
  

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Participatory Methods

• Multi-disciplinary, qualitative approach to
  learning and problem analysis
• Data collection is as valid as any
• Participatory Development Processes considered to
  be a major contribution from NGOs
• Recognized that things like poverty is rooted in
  powerlessness
• Project Target Groups have own needs and
  preferences

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Participatory Methods

• Roots of the Participatory Process might be in
  Asia (the Gandhi Tradition of Grassroots
  Movements)
• In any work, peoples participation will be
  critical for making the initiative meaningful and
  constructive
• Tools, Best Practice Developed in 1970 and 1980,
  Became Standard in late 1990s.
• Pioneered by NGOs, Recently adopted by big
  donors, multi lateral organizations, etc.

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Participatory Methods

• Through overuse, the term has lost some meaning,
  BUT
• Involves many people with diversity as a goal
• flexibility to the interest of all parties
  involved
• All people have a role in a team process
• Efficient and Effective analysis of data
• Systematic process following established
  practices

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What has such Participation Allowed?

• Avoiding obvious mistakes What do people really
  need?
• Improved Understanding of local conditions
  (operations research)
• Improved Communication Continuous Problem
  Solving
• Improved Resource Allocation Mobilizing local
  resources
• Improved Sustainability The programs are
  important to locals
• Save Time and Better Results

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What are the Different Types?

• RRA, PRA, PPA, PLA, PME versus versus AIC
• Rapid Rural Appraisal
• Participatory Rural Appraisal
• Participatory Poverty Assessment
• Participatory Learning Assessment
• Participatory Monitoring Evaluation
• Appreciation, Influence, and Control

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Examples of PRA

• How people use PRA tools?
• Who facilitates and consolidates PRA information?
• What problems there might be?
• What happens after a PRA exercise?
• Info sharing OR consultation OR collaboration OR
  empowerment

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Resources on the Web

• http//www.ids.ac.uk/ids/particip/information/inde
  x.html
• Tanzania - http//www.esrftz.org/ppa/
• Uganda - http//www.uppap.or.ug/index.htm
• http//www.eldis.org/participation/
• http//www.enterprise-impact.org.uk/informationres
  ources/toolbox/thinkingitthrough-usingdiagramsinIA
  .shtml

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Some Examples

• Please Note participatory resources on Links
  webpage

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Where we are with these Methods Now?

• Many Governments and Multilateral Orgs see the
  worth or these tools and they are essentially a
  standard in the development field now
• BUT
• They require excellent facilitators
• The Tools can be misused or co-opted

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Monitoring versus Evaluation

• How do I know the activities are being
  implemented according to our design?
• versus
• How do I know if a program's strategy and
  interventions are working?
• http//www.interaction.org/campaign

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Monitoring

• Also called performance monitoring, program
  monitoring, output monitoring.
• Record what the project has attempted and
  accomplished (identifying inputs and outputs).
• Compare what is (facts) to what should be
  (according to the plan).
• Make adjustments if the difference between the
  results and planned objectives is too great.

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Monitoring

• Good implementation monitoring answers the
  following questions
• Are we on the way to our planned objective?
• To what extent are planned activities being
  implemented (actually realized)?
• Are project activities being carried out
  correctly, on time, and within budget?
• How well are services being provided?
• What services are we providing, to whom, when,
  how often, for how long, and in what context?
• Are the objectives and targets reasonable?

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Evaluation For Example

• Outcome evaluation examines specific program
  outcomes and accomplishments.
• Impact assessment is a specific type of
  retrospective evaluation that uses the results
  from an evaluation to comprehensively document
  the accomplishments of a program and to identify
  the contextual constraints and facilitating
  factors that have influenced the implementation
  and effectiveness of program activities. The goal
  of impact assessment is to strengthen the design
  and replication of effective programs and
  strategies.

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Program Evaluation

• Timing Before, During, and After project
• Multi-faceted working on different levels
• Variety of Methods
• Costs is always an issue
• Is the project a pilot initiative where you are
  testing a model OR is the model proven?
• The most comprehensive Evaluation process
  examines change at all levels of your project
  (framework, org, target group, environment, etc.)

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Balancing monitoring and evaluation
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Collecting and Analyzing Data

• Five typical methods
• Review of programme data
• Review of official records and other documents
• Field visits and direct observation
• Focus groups and other qualitative
• Quantitative surveys

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Measuring Tools (Arthur Brooks, MSU 2004)
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Types of Surveys

• Quantitative Methods
• Academic Research, Statistical Analysis
  Intervention Control
• Knowledge, Attitude and Practice (KAP Surveys)
• Pre-test Post Test in terms of knowledge gained
  in training courses
• Biological surveillance information,
• In-depth interviews

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Traditional verse PME http//www.ids.ac.uk/ids/bo
okshop/briefs/brief12.html
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Becoming a Student of Evaluation
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Variables in Monitoring Evaluation
(Lindenberg, Going Global, p. 223)
Program Review Sector Evalautions Lessons Learned
Stakeholder Review Assessments
System-wide standard setting and strategies
Partners Roles Capacities for Participatory
Approaches
Donor Requirements
Partners with Different Donor Requirements
Donors Roles and Relationships
Monitoring Evaluation Assessing Impacts
GOAL
Widely enhance performance accountability and
learning across family network
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Closing

• Tomorrows Assignment
• Working with NIKE
• Should PDI take on the project or not? Take the
  position of PDIs General Manager in Hanoi making
  a recommendation to PDIs Regional Director.
• Keep in mind is what this scenario implies about
  NGO-private sector partnerships. Are there ways
  of developing guidelines or policies for NGOs in
  deciding with whom to partner?

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Tomorrows Readings

• Case Study Hogar De Christo
• Bornsteins Social Entrepreneur
• Synergos Mobilizing Resources