Trialog Central Training

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Trialog Central Training
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Developing advocacy/lobbying strategies
by Angelo Caserta
Budapest, 9-10 March 2006
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Advocacy mapping
A
Issue
Context
Interlocutor
Enemies
Allies
Competitors
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Issue
I
1
What the problem is? What the solutions are? Try
to visualise the problem with a problem analysis
diagram.
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Issue
I
2
You may not have the funds to carry out your own
original research. So network, make connections
with other organisations so you have access to
their research. From websites you also should
have access to most information that you are
likely to need to present your case to the
public, policy makers and the media..
With time politicians, media, policy makers and
others should know you as a dependable source on
your area.
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Mandate
M
Where are you on the map?
Without such public involvement (public
awareness, public action and media work) you will
have no mandate when you go knocking on the door
of politicians.
which is powerful enough to scare your
interlocutor or to offer a good opportunity to
get visibilitity or be re-elected.
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Context
C
There might have been recent summits/meetings
There might have been natural or human-related
events/disasters
Look at all factors and forces which might
influence the results of your advocacy efforts
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Allies, competitors, enemies
A
1
No organisation is strong enough not to need
networking. By networking you gain access to the
resources and knowledge of others with similar
goals. You may help your priorities move up their
agenda. And your voice will be amplified when
addressing policy makers.
This should help you gain access to policy
makers, and may enhance your ability to attract
funding. You must also be ready to share your
information and access with your partner
organisations.
What are their interests? Their agendas? Why do
you think they are competitors or enemies?
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Allies, competitors, enemies
A
2
Allies
Competitors
Enemies
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Interlocutor
I
1
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Interlocutor
I
2

• Pressure of constituency/citizens
• Pressure of lobby/advocacy groups
• Public image
• National/International commitments
• Unpredictable external events
• They believe it

• There might be institutional limits,
• the office of your interlocutor might be
  understaffed,
• she/he might be in a weak position with respect
  to internal competitors,
• she/he might have not enough time for you

Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Advocacy mapping
A
Issue
Context
Interlocutor
Enemies
Allies
Competitors
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Window of opportunity
W
1
The set of favourable conditions creating a short
period of time during which an opportunity must
be acted on or missed
Open?
Closed?
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Window of opportunity
W
2

• This will contain
• broader awareness of the issues you are working
  on
• more specific development education programmes

Create ways for people to participate. It may be
letter-writing, signature gathering, marching,
raising funds through a quiz, or whatever.
In the short term you need a story to get media
coverage. Before you put work into it, make sure
that your message is news. In the long term, what
will get you best coverage is a set of
relationships with journalists and media
producers. Be a dependable, a reliable source of
information.
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Force Field Diagram
F
Driving forces
Restraining forces
weak
?
?
moderate
strong
?
Very weak
?
? very weak ? weak ? moderate ? strong ?
very strong
CHANGE
NO CHANGE
equilibrium
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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strategy
S
With all the previous elements you are able to
define a strategy to achieve the expected results
Normally yes. However, you might set goals which
are not directly measurable but need a
qualitative assessment. This is particularly true
when you define short-term, mid-term and
long-term goals. Long-term goals should be
measurable, but short and mid-term might require
another kind of assessment.
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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success
S
1

• It is normally difficult to define what success
  is, unless you clearly obtain exactly what you
  asked for. For example, the government may not
  stop all arms sales from your country tomorrow,
  but maybe you can get them to meet with some
  expert on the theme who is visiting for a
  conference. It is a step.

• There is usually a gap between what you ask for
  and what you get. Far from being negative, this
  is a sign of ownership of the issue by
  different stakeholders, which is key for the
  follow-up.

The anti-slavery movement was one of the first
global movements. Its success has taken well over
a century. And its campaign is still continuing.
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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success
S
2
Multilayer approach to success
At least once a year hold a special meeting, to
evaluate how the action is going and what needs
to be learned for the following year. Try to
measure against what you had hoped for at the
start of the year. Revise the objectives if
needed.
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Methodology
M
In classical music performers are expected to
perform a work in a way that realizes the
original intentions of the composer, which are
often stated quite explicitly (down to the level
of small, note-by-note details) in the musical
score. Indeed, deviations from the composer's
intentions are sometimes condemned as outright
ethical lapses.
Jazz is a kind of music which relies heavily on
improvisation. Every track is as fresh as any
new conversation, as everybody brings their own
take on the jazz language to the jam. Due to
the openess and flexibility of the genre, artists
continually push the limits and try new things.
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Follow-up
F
1

• How the implementation of what you have achieved
  will be ensured?
• Who will do what?
• What is the timetable?
• Do you have the resources?

You have to deal with weather storms, setbacks,
political changes. How do you cope with that?
Show that you are interested in continuing the
dialogue and concrete work on agreed issues
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Follow-up
F
2

• Why?
• Under which conditions?

• Why?
• Under which conditions?

Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy
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Building relationships
B

• send them newsletters or any research you
  publish
• invite them to speak at conference/public
  meeting you organise
• attend their events, etc.

Keep turning up (different members of your group
showing at launches, conferences, workshops, etc
that they may be at)
Budapest, 9-10 March 2006
Developing advocacy/lobbying strategy