ALIGNMENT AND PLANNING OF ADVOCACY AND CAMPAIGNS

Ignatian Advocacy Workshop

El Escorial, November 13th

Chema Vera

Presentation

1. (My) Definitions.2. Legitimacy for Advocacy.3. Models and evolution of Advocacy and

Campaigning.4. Alignment of agendas and actions.5. Planning of Campaigns and Advocacy

CAMPAIGNS AND ADVOCACY

APPROACH AND DEFINITIONS.

Lobby: Direct action aimed to influence polit icians and public institutions through letter writing, meetings, conversations…

Research. Analysis of the situations of poverty and injustice. Includes direct field work with people and communities.

Policy. Definition of problems and solutions (proposals) framed as part of a vision.

Media work. Testimonies, facts, reports, proposals, name and shame…

Communication, mobilisation (pop campaigning on and off line) and alliance building

ADVOCACY

CAMPAIGNS

CHANGE…WE CAN…(but we need…)

CHANGE

DECISION MAKERS CONVINCED OF THE NEED

TO CHANGE

INTENSE AND BROAD PUBLIC SUPPORT

APPROPRIATE LEGAL, POLITICAL AND INST.

STRUCTURES

¿WHAT IS NEEDED TO

ACHIEVE SUSTAINABLE

CHANGE?

CAMPAIGNS HAVE TO THINK

ABOUT THE THREE

LEGITIMACY TO ADVOCATE AND CAMPAIGN

QUALITY OF RESEARCH AND PROPOSALS

DEEP UNDERSTANDING OF POVERTY AND

INJUSTICE. SOLIDARITY.

Long and close, personal and institutional, relationwith communities and people living in poverty.

PUBLIC SUPPORT.

Concerned, activists, volunteers, donors….

EVOLUTION OF ADVOCACY AND

CAMPAIGNS

EVOLUTION OF CAMPAIGNS AND ADVOCACY

FUNDRAISING AND DEVELOPMENT EDUCATION (19XX-89)

RESEARCH AND ADVOCACY: SPANISH NATIONAL ARENA. DRIVEN BY PRINCIPLES. NO COMPREHENSIVE CHANGE MODEL (1990-1997)

Dev. education activities more prominent with a deeper approach to North-South relations

ADVOCACY ON SPANISH ODA + OTHER ISSUES

15 years, 15 reports. Same 5-6 objectives, dozens of actions

and alliances.

Inside and outside. Times of desolation and times of advances.

Awareness raising on Fair Trade including soft advocacy.

Arms advocacy and campaigns. Alliances, focused objectives.

CAMPAIGNS AND INTERNATIONAL (NORTH) ADVOCACY (1998-2003).

EVOLUTION OF CAMPAIGNS AND ADVOCACY

EDUCATION NOW CAMPAIGNTraditional research and advocacy.

“Extractive” approach to field and community

work and programs.

Emphasis on international issues:

debt, aid, IMF…

PATENTS. ACCESS TO MEDICINES.Strong case. Relevant, campaignable.

Great reports, fact based. Blanket media coverage.

TNCs focus (Glaxo and others). Weak government angle.

First global alliance, strong, international but late at country level.

2003-06 OVERALL CHANGE MODEL INCLUDES CAMPAIGNS. CAMPAIGNS BECOME GLOBAL AND USE POPULAR MOBILISATION.

EVOLUTION OF CAMPAIGNS AND ADVOCACY

“MAKE TRADE FAIR”Strong leadership in the system.

4-5 years, broad, branded, packed campaign. Several issues inside:

Coffee, TRIPS, Labour rights…international angle.

Global. All the regions involved. Flexible (issues, approach…), tight

(brand, global actions, policy framework…). Alliances.

Research, policy and media are relevant but more importance is given

to mobilisation and communications (marketing of ideas)

RECENT DEVELOPMENTS IN THE MODEL

• Relevance of national arena.

• Full alignment. Agendas, organizational, functional and macro- micro (global to local).

• “One Program Approach”, aiming to change policies and practices at any level.

• Permanent campaigning issues instead of packed, branded campaigns.

• No predetermined end of campaigns.

• Weaker leadership…more interests, more conflicting.

• Transactional costs peak. Less visible, tangible, short term results…¿more sustainable?

OTHER CAMPAIGN MODELS

• “Moving in the wind”. Greenpeace

• “Sleeping with the power”.

• “Empowering others”. Action Aid.

• “Experts expert”. Human Rights Watch.

• Global “one issue” alliances: Landmines, Jubilee 2000.

TIPS FOR ALIGNMENT

1. Have an agreed, substantial and inspirational policy framework.2. Align agendas (partially) and then organizations, regions,

functions…as required, not more.3. Decide on a few (1?) issues to work jointly and globally, using part

of the resources. Make this work visible.4. Balance the trade off: more impact, more community, less

autonomy.5. Manage the tension between flexibility and tightness (there are just

a few things where discipline is needed but…).6. Establish coordination procedures and bodies, strong for the

agreed joint work, light to facilitate bi/trilateral coordination.7. Show examples of success in coordinated actions.8. Have a tighter plan for the international offices (if they serve the

whole system).9. Decide carefully your external alliances, use cost/benefit analysis. 10. Promote inspirational and strategic leadership in the system.

GLOBAL ECONOMIC JUSTICE

BSS Trade Agriculture

Detb Aid Trips Global Chains

TLC´SEPA´S TNC´S

Regional issues (integration…). National policies..

Local and community level, cases, crisis…

UMBRELLA

MACRO

MICRO

MESO

REGIONAL AND

NATIONAL LEVEL

AGENDAS

CAMPAIGNS AND ADVOCACY PLANNING

GENERAL OBJECTIVE…what do we want to achive as final impact of the Campaign. (It can be a long term objective, serious and conscious ambition….). It comes straight from our mission.

¿WHAT IS THE RELATION WITH POVERTY?. (or with environment, human rights…)

¿WHAT WILL CHANGE IN THE LIFE OF POOR PEOPLE, IF THE OBJECTIVE IS ACHIEVED?.

¿ARE THERE ANY OTHER THINGS THAT NEED TO HAPPEN TO BRING EFFCTIVE CHANGE? ¿CAN WE INFLUENCE THEM?

SPECIFIC OBJECTIVES.

WHAT CONCRETE CHANGES NEED TO HAPPEN IF WE WANT TO ACHIVE THE GENERAL OBJECTIVE?

LAWS POLICIES PRACTICES IDEAS,ATTITUDES

POWERRELATIONS

Are there several

elements needed? Are they

related?

Can any of them stop progress on the whole?

Can any of them be a catalyst for the rest

of changes?.

CAMPAIGNS AND ADVOCACY PLANNING

BEFORE DESIGNING THE STRATEGY

Before detailed planning, we need to confirm that the specific objectives are right, This means that we have to…

⇒Prepare a Power Analysis to determine who we have to influence and how to do it…The basis of the political strategy.

⇒Produce (or get done by others) some research on communications, messages… though polls, focus groups…The basis of the communications strategy.

POWER ANALYSIS

IDENTIFY THE INSTITUTIONSAND THE PEOPLE WE HAVE

TO INFLUENCE TO ACHIEVE THE CHANGE OBJECTIVES

ANALYZE THE POLITICAL CONTEXT WHERE

WE WILL DEVELOP THE CAMPAIGN:

• Difficulties• Opportunities

POWER ANALYSIS

WHICH ARE THE OBSTACLES WE HAVE TO OVERCOME?

Intelectuales:

¿Se trata de retar una creencia convencional o una verdad

aceptada durante un largo período de tiempo?.

¿Existe un conjunto de literatura y/o académicos que estén en

contra del objetivo de cambio?

¿Hay algún nivel de incertidumbre sobre el problema?

Políticos:

¿Hay algún efecto negativo vinculado al objetivo de cambio?.

¿Existen perdedores claros si se consigue el objetivo?, ¿están organizados?, ¿tienen influencia política y

por qué?

¿Quiénes son los aliados potenciales que pueden contrarrestar el poder de los perdedores?, ¿cuál es la

fuente de su influencia política?.

¿Podemos garantizar que si los políticos nos apoyan obtendrán una recompensa política? (ej. afirmaciones

en notas de prensa como “La ONGD “X” y ...dan la bienvenida al cambio que contribuye a reducir la

pobreza”).

POWER ANALYSIS

WHICH ARE THE OBSTACLES WE HAVE TO OVERCOME?

Financieros:

¿Cuál es el análisis coste/beneficio de los objetivos de cambio político?.

¿Va a ser costosa la reforma?, ¿hay recursos disponibles?, ¿hay fuentes alternativas para conseguirlos?.

¿Existe algún costo en la falta de acción?.

Prácticos:

¿Es la reforma factible?, ¿bajo qué condiciones? (ej. para regular la oferta de café se necesita lograr que

los actores privados usen y respeten las certificaciones de origen en las bolsas de café), ¿son estas

condiciones alcanzables?.

¿Cuánto tiempo se necesita para lograr el cambio?, ¿es este tiempo compatible con las necesidades de

las personas pobres?. Si no lo es, ¿qué solución provisional necesita ponerse en práctica?. (Ej. si los

subsidios del algodón toman 10 años para ser eliminados, ¿qué sucederá con los productores de África en ese tiempo?

POWER ANALYSIS

ARE THERE POLITICAL OPPORTUNITIES FOR THE CHANGES TO HAPPEN?

¿Hay algún mandato sobre la reforma (ej. acuerdo internacional, restricciones presupuestarias,

comisión..)?

¿Hay algún proceso de reforma que se relacione directa o indirectamente con el objetivo político de

cambio?, ¿cuál es el marco temporal?, ¿quién está impulsando el proceso, ¿quién está obstaculizándolo?.

¿Hay algún evento, debate o foro de discusión importante programado en este tema?. Si no es así,

¿quién podría ponerlo en la agenda?.

¿Hay cambio de gobierno que pueda llevar a una nueva dirección?.

¿Cuál es la ventana de oportunidad para asegurar el cambio?.

POWER ANALYSIS

WHO HAS THE POWER TO DECIDE ON THE ISSUES WHERE WE WANT CHANGE TO HAPPEN?

ONG

Influencia sobre los que influyen

Influenciasobre las personas

con poder de decisión¿Quiénes son los decisores políticos y las instituciones que definen las

normas, prácticas y estructuras que se necesitan para el cambio?.

¿En qué nivel se toman las decisiones (embajada, asesores, ministro, etc),

¿quién es consultado en el proceso de decisión?, ¿quién tiene el poder formal

e informal en el proceso de reforma?

Entre todas las personas, ¿cuáles tienen una influencia decisiva?.

Entre estas persona, ¿quiénes son las más accesibles?.

¿Hay líderes del cambio que estén en una posición de ser catalizadores con

otros actores?, ¿quiénes están más a favor de nuestras posiciones?.

¿Quiénes son los que están más en contra?.

¿Quiénes son los indecisos que pueden ser persuadidos?, ¿quién influye

sobre la gente de este grupo?.

CAMPAIGN PROPOSITION

The campaign proposition needs to motivate and move people. A campaign is a conversation with others.

We have to make clear and explicit:

The problemIts impact on poor people.The solution.Its impact on poor people.What needs to happen for the solution to be effective and implemented.

STRATEGY: SELECTION AND COMBINATION OF “TOOLS”

PREPARE ONE STRATEGY...A COMBINATION OF THE MOST SUITABLE TOOLS TO INFLUENCE.

What is the most appropriate combination and sequence of tools?

What do we need to use these tools?

Reality check, has my organization the required resources and capacities? Cost/benefit analysis.

¿HOW CAN WE MOBILSE PROPLE AND INFLUENCE THE POLITICAL TARGETS THAT WE HAVE IDENTIFIED AS KEY?

Research

Lobby

Mobilisation

Media

Communications

Time to think about ALLIANCES

CAMPAIGNS PLANNING AND FLEXIBILITY

• A Campaign needs a strong initial planning.......and a lot of flexibility to change it depending on:

- The messages that are reaching the people we want to influence.- The actions of people around the campaign: supporters, volunteers, public.- The political process, movements of decision makers…- The reactions of other stakeholders: allies, politicians indirectly involved,

private sector, NGO sector…- Opportunities that appear. Risks that become real.

• Campaigns of 3-5 years, usually have to change even its specific objectives.

• Be careful with “over planning”. If you have a good planning basis you may need only light changes.

RESEARCH, REPORTS, POLICY POSITIONS AND LOBBY

LESSONS LEARNT: RESEARCH AND POLICY

RESEARCH TAKES TIME.

ANALYSE IN DETAIL THE USE OF THE RESEARCH AND STABLISH THE RELATION

RESEARCH-ACTION. ¡¡¡FROM THE VERY BEGINNING!!!

ESTABLISH DEADLINES.

PREPARE NEW DATA AND CASES TO REFRESH CAMPAIGNS THAT HAVE BEEN

ACTIVE FOR A TIME.

INCORPORATE SENSIBILITIES FROM THE BEGINNING.

KEEP THE CONTROL OF THE PRODUCT INSIDE YOUR ORGANIZATION

THINK ABOUT THE HEADLINES FROM THE BEGINNING, EVEN IF THEY CHANGE

IN THE END.

HUMAN ANGLE OF RESEARCH AND STUDIES. INCLUDE TESTIMONIES.

LOBBY STRATEGIES

ESTRATEGIA DE GANA-GANA

ESTRATEGIA DE PRESIÓN

NO

¿CUÁL ES NUESTRA POSICIÓN DE PARTIDA RESPECTOAL DESTINATARIO POLÍTICO?

¿TENEMOS UNA BUENA RELACIÓN DE TRABAJO?

¿AMBAS PARTES ESTÁN DISPUESTAS A LLLEGAR A COMPROMISOS?

VINCULAR ESTAS DECISIONES CON EL ANALISIS DE PODER

ESTRATEGIA DE CONVENCIMIENTO

SI

LOBBY STRATEGIES

ESTRATEGIA DE CONVENCIMIENTO

MANTENER UNA BUENA RELACIÓN DE TRABAJO: INFORMACIÓN CLARA Y TRANSPARENTE

VINCULAR NUESTROS ARGUMENTOS CON EL PERFIL DE LA PERSONA

ESCUCHAR ATENTAMENTE LOS ARGUMENTOS E INTERESES DE LA OTRA PERSONA

NO EJERCER PRESIÓN. ESTA PERSONA NO SE CONVENCERÁ BAJO PRESIÓN

ESTRATEGIA DE GANA-GANA

MANTENER UNA RELACIÓN TRANSPARENTE.

INTERCAMBIAR LA MAYOR INFORMACIÓN POSIBLE SOBRE LAS NECESIDADES Y SUPOSICIONES SUBYACENTES.

PONER INTERÉS EN ENCONTRAR LAS SOLUCIONES MÁS FRUCTÍFERAS PARA AMBAS PARTES

ESTRATEGIA DE PRESIÓN

PREPARAR OBJETIVOS, CONCESIONES Y PUNTOS DONDE DEJAR DE NEGOCIAR.

TENER REUNIONES EN MOMENTOS DONDE NUESTRO PODER SEA MAYOR (ALTA MOVILIZACION).

ASEGURAR NUESTRO ÉXITO PASO POR PASO.

LESSONS LEARNT: LOBBY

BUILD PERMANENT RELATIONS

FIND ALLIES INSIDE THE SYSTEM WITHOUT LOSING...

KNOW THE HOLES OF THE SYSTEM. NOT ONLY THE FORMAL STRUCTURES

FOCUS ON KEY TARGETS (based on power analysis), direct and indirect

FIND ADVANTAGES FOR THOSE WHO DECIDE

...INDEPENDENCE

KEEP QUALITY, REMAIN ACCURATE EVEN IF IT HAS COSTS.

MANAGE THE BALANCE BETWEEN LOBBY AND MOBILISATION

CHANGES TAKE TIME. INSIST. MAKE USE OF THE “DARK TIMES” AND REACT

IF THERE ARE PARTIAL MOVES AND ADVANCES.

WE CAN BE CO-OPTED

• Enough resource independence…mainly from advocacy targets.

• Check the information given by the Administration with private sources (mainly people concerned).

• Be careful with councils and other participatory processes and spaces, that are for the sake of…

• Do not participate in the game of the “good” and the “bad” organizations, radicals or reformists, constructive or destructive. Keep your own identity.