CITIZENS IN LOCAL GOVERNANCE PROJECT

(CILGOP)DEVELOPING AN ADVOCACY PLAN FOR ACTION

FUNDED BY: USAID/LOGODEP

JUABOSO DISTRICT, WRPRESENTED BY: YELLEY ABRAHAM(PO)

23RD – 24TH FEBRUARY, 2012

DEVELOPING YOUR MESSAGESuccessful advocacy depends on a successful message that

resonates with multiple target audiences, including the media. This is a critical element of an effective advocacy plan.

What are the most important points supporting the advocacy objective? Develop a message that reflects those points, and is simple and easy to remember. The three critical elements of any advocacy message are:

First, there should be a limited number of points communicated. The best advocacy plans develop one key message, but in any event, a good plan should never exceed two or three points.

MESSAGE CONT……. Second, test the message. Will your audience

understand the point you’re trying to make? Is it too technical? Too broad or too narrow? Too clever?

Third, ask for action. The audience needs to know concisely the policy issue and the solution sought. Tell them what action to take, as concretely as possible.

Not only can effective messaging help achieve an advocacy objective, a confusing message can doom an otherwise compelling advocacy campaign.

CRITICAL QUESTIONS TO ASK IN ADVOCACY PLANNING

1. Do you Know More About The Issue?

Then you have to collect information, document and assess the information. You can do this through:

Investigating

Simple data collection

Research (primary, secondary, action-based etc)

2. Have You Identified the Decision-maker or Duty-bearer?

This person (or people) is the one with the mandate (political, policy-wise, constitutional etc) to make decisions concerning your issue and goal. This person (or people or institution) is critical to advocacy. S/he is called your primary target.

This stage is called Power Mapping!!

3. Do You know who can influence your Decision-maker?

These persons (or person) are known as power brokers. They may be in the social circles/employment circles of the decision-maker or duty-bearer

Power Mapping

Issue and Goal Primary Target Secondary Target (Power Broker) 4. How can you show the decision-maker is responsible?

You have to craft a strategic argument to prove that s/he is the one who has the duty and the mandate to bring change to the issue.

Here you use your; Collected data, analysis, result Any policy documents Any laws

The constitution Any international human rights instruments that point to this

duty/responsibility

5. Have you identified your allies? What do you do with your allies? You form an

alliance with them… (as in networks, coalitions, partnerships, cooperation)

Some skills needed here to make your alliance and keep it going.

6. Have you identified your opponents? What do you do with your opponents? Asses the ‘danger’ they present Strategize and implement Lobbying? Ignoring? Shaming?

7. How will you educate and gain public support?

Employ all appropriate means to get your issue, goal and message out.

Use media, releases, talk shows, press conferences, etc

Use Information, Education and Communication – posters, flyers, brochures, stickers, t’shirts, pens etc

Use drama/theatre Use campaign ‘take home’ message Use floats Use policy briefs communiqués, newsletters Use ‘wailing waifs’, packing the gallery’ etc As much as possible, let the constituents speak for

themselves

8. What resources will you need to mobilize?

Money! Cost it Time! Block it Logistics! Pack it People! mobilize them, motivate them and

manage them.

9. How will you engage your decision maker?

This will depend on your chosen primary advocacy strategy and what actions can appropriately respond to it (or fit it)

Engagement usually involves: ‘cajoling’ ‘lobbying’ ‘partnering’ ‘Cooperation’

Does not preclude: Confronting Civil ‘disobedience’ Taking decision maker to court Naming and shaming especially

internationally

10. Have you drawn out a plan?

Note: Each major action/activity under the plan may need a (sub) plan. Thus: responsibilities, feedback, timeless/duration, location,

resources/costs, monitoring indicators etc, need to be considered. Simple but comprehensive plans are good

Elements of Successful Advocacy

Aims at transformation not accommodation There is conceptual clarity Strong organizing and mobilizing skills Appreciable support from constituents and the public Committed leadership Patience and determination Transparency, accountability and respect among the advocates

Who What When Where How

NATURE OF AN ADVOCACY PLANActivity Who is the

TargetWhen How to

know you are on track

Responsibility

1.

2.

SAMPLE OF AN ADVOCACY ACTIVITY PLAN

Overall objective/Development Objective

To mobilize 10 communities to engage the District Assembly on discussions to………

Expected result

Target group/beneficiaries

Time frame Costs/

Specific objective 1: Establishing the facts for your Advocacy -Activity a. Research -Activity b. Analysis of findings -Activity c. Documentation of findings and establishing the scenarios and implications

Specific objective 2: Demarcating your Constituency -Activity a. Identification of most vulnerable communities -Activity b. Establishing links and community entry. Identifying and sensitizing

THANK YOU FOR YOUR ATTENTION