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

2. What is advocacy?

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4. An important feature of advocacy Advocacy is about influencing people: But advocacy is not necessary antagonistic or confrontational.

5. 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

6. 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

7. 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 managing information and knowledge strategically to 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

8. 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?

9. 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

10. Change Knowledge ACTION

11. The Advocacy & Campaigning Cycle Ian Chandler Ask – is it working? Start your activities Identify how to make that change Make a Plan of Action Know what you want to change

12. 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 …

13. 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.

14. 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.

15. 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”

16. 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

17. 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.

18. 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 lives Strengthen anti-corruption networks and alliances? Provide opportunities for citizen/ stakeholder engagement? feasibi lity Be manageable for your organization? Chapter devt Increase the organization’s visibility and reputation? Diversify funding opportunities? Enhance partnership with govt/national orgs? TOTAL:

19. 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

20. 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.

21. 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“

22. 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 Importanc e of the criteria 0 - lowest 3 - highest Issue 1Issue 2Issue 3Issue 4Issue 5 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 00000

23. 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

24. 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 Consequences Causes Elite leadership No legal framework on donations Members uninvolved Lack of political commit ment 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

25. 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.

26. 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

27. 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 of political parties funding Benefits Objectives 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 strategies Develop 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

28. 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!

29. Change AIM: - 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

30. 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

31. 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

32. The Advocacy & Campaigning Cycle Ian Chandler Ask – is it working? Start your activities Identify how to make that change Make a Plan of Action Know what you want to change

33. Ian Chandler Identify how to make that change Who do we need to work with or target? What can we do to influence them?

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35. Group Discussion What worked? Why? Why did it not work? What influenced the decision?

36. Advocacy is contested Advocacy 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

37. 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?

38. 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-maker For Against

39. Channels of Influence Resources: People Funds Knowledge NGONGO Int’l Donors Minister of Health Issue or beneficiaries Senior religious leaders Nat’l Media Senate Cttee Ian Chandler

40. Chains of Influence NGOMediaMinister NGOCivil ServantsSenate CtteeMinister NGOArch-BishopClergy Parishioners Minister NGOMinister Ian Chandler

41. Influence Map Parliament Academic research institute Political party leaders Minister of Justice Advocacy Organisation National Media Individual MPs Citizen action groups Ian Chandler Other NGO

42. Influence Map TT Ian Chandler

43. Day 2

44. Advocacy & Campaigning Strategy Map Aim Objective One Objective Two Result 1.1 Result 1.2 Result 1.3 Result 2.1 Result 2.2 Action 1.1.1 Action 1.1.2 Action 1.1.3 Resources (money, time, facilities, equipment) Action 1.2.1 Action 1.2.2 Action 1.3.1 Action 2.1.1 Action 2.1.2 Action 2.2.1 Action 2.2.2

45. What are the campaigning mechanisms? Research and analysis Lobbying Media Allies Popular campaigning

46. 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

47. 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”)

48. Who are Stakeholders? Stakeholders can be individuals, types of people or organisations who: Are affected by the issue Can influence the issue

49. 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

50. 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

51. Stage 1 Brainstorm 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

52. 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

53. influence HIGH MEDIUM LOW ANTINEUTRALPRO interest Task 2 Analyse stakeholders

54. influence HIGH MEDIUM LOW ANTINEUTRALPRO interest NEUTRALISE BUILD ALLIANCES INCREASE INFLUENCE MONITOR CONVINCE OF IMPORTANCE

55. 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?

56. 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?

57. Stakeholder Analysis (Draw this table on a Flip-Chart) AA = Very Anti; A = Anti; N = Neutral; P = Pro; PP = Very Pro L = Low; M = Medium; H = High

58. 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)

59. Question 2 How important is this issue to them (compared with the other issues that they face)? – High Importance – Medium Importance – Low Importance

60. Question 3 What degree of influence can they have over the decision maker (compared with the other stakeholders)? – High Influence – Medium Influence – Low Influence

61. 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?

62. 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

63. 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.

64. Legal Security Political Communications Cyber Governance/management Financial Identify risk and analyse what you are comfortable with. TI Health Check tool Prioritizing objectives FragileModerately developedProfessional 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.

65. 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.

66. The Advocacy & Campaigning Cycle Ian Chandler Ask – is it working? Start your activities Identify how to make that change Make a Plan of Action

67. Ian Chandler Make a Plan of Action

68. 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

69. Advocacy & Campaigning Strategy Map Aim Objective One Objective Two Result 1.1 Result 1.2 Result 1.3 Result 2.1 Result 2.2 Action 1.1.1 Action 1.1.2 Action 1.1.3 Resources (money, time, facilities, equipment) Action 1.2.1 Action 1.2.2 Action 1.3.1 Action 2.1.1 Action 2.1.2 Action 2.2.1 Action 2.2.2

71. 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

72. The Advocacy & Campaigning Cycle Ian Chandler Ask – is it working? Start your activities Identify how to make that change Make a Plan of Action

73. Ask – is it working? Start your activities

74. Good luck! Arwa Hassan Regional Outreach Manager, MENA Department ahassan@transparency.org

75. 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?

76. 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

77. 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

78. Appendix: SWOT Analysis Strengths 1. 2. 3. Weaknesses 1. 2. 3. Threats 1. 2. 3. Opportunities 1. 2. 3. Internal to the organisation External to the organisation Positive factors Negative factors

79. Appendix: Monitoring and evaluation Keep it simple!

80. 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

81. 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?