Patricia Bon, Max Levy, and Bemmy Granados. EcoAgriculture Partners

January 29, 2024

INTRODUCTION TO ADVOCACY

IN LANDSCAPES

Welcome!

WELCOME

Meet the << Your Organization here>>

<< Staff Name>> <<Staff Role>>

OBJECTIVES

1. Understand key concepts of advocacy

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1. Identify advocacy issues in the landscape

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1. Identify key stakeholders in accounting for diversity and inclusiveness

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1. Adapt communication strategies to different stakeholder groups

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1. Develop an inclusive advocacy plan

PROGRAM

Day One

• Check-in and introductions
• What is Advocacy?

• Advocacy styles and approaches
• Problem statement

• Stakeholder mapping
• Partners and coalitions
• Advocacy communication
• Check-out

What is Advocacy?

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REASONS FOR ADVOCACY 

Direct Action

Public Policy

THE THREE LEGS OF ADVOCACY

• Public Policy

Paragraph that briefly describes direct action

• Direct Action or Engagement

Paragraph that briefly describes direct action

• Public Relations

Paragraph that briefly describes direct action

Public Relations

ADVOCACY

CHARACTERISTICS OF EACH ADVOCACY LEG

CRITICAL STEPS FOR EFFECTIVE ADVOCACY

1. Identify and prioritize issues, and develop recommendations on exactly how things should change (gather evidence).
2. Develop a consensus around specific solutions and well-defined objectives. Make sure that these are based on the three-legged stool: direct engagement, public relations and necessary public policies.

CRITICAL STEPS FOR EFFECTIVE ADVOCACY

Analyze the environment:

- Who needs to be involved?�- Who has the power to influence� the changes desired?

Analyze the risks and opportunities.�Focus on the advocacy issues that are the most important, of which your organization has the best chance for changing behavior, and that are not too complex and for which you can amass the support required.

CRITICAL STEPS FOR EFFECTIVE ADVOCACY

4. Develop an advocacy plan for the organization or coalition

5. Begin advocating

6. Evaluate

Advocacy, like driving a car, involves setting off in one direction, and during the course of the journey making small adjustments�to the wheel to change direction.

A CYCLICAL PROCESS

ADVOCACY

WHEEL

ADVOCACY

APPROACHES

& STYLES

5 DIFFERENT APPROACHES TO ADVOCACY

COLLABORATION

COLLABORATION

Engaging directly with policy and decision makers to cooperatively develop and implement policies.

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LOBBYING

LOBBYING

A form of Direct Persuasion. Influencing legislation and policy through direct interaction with legislators and officials to persuade them to support specific legislative or policy goals.

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COERCION

ACTIVISM

An example of Coercion. The aim is to to compel policy changes through pressure and disruption. It could also be petitions, public demonstrations, strikes, boycotts, posters, and leaflet dissemination to promote a certain values or agendas.

MEDIA CAMPAIGN

MEDIA CAMPAIGN

Add your own description here.

INSIDER & OUTSIDER APPROACH TO ADVOCACY

INSIDER & OUTSIDER APPROACH TO ADVOCACY

ADVOCACY STYLES

Confrontational advocacy fails because it views “government” as a monolith.

Governments are collections of many agencies with different, often conflicting objectives

GROUP ACTIVITY

Identifying advocacy approaches

Come up with one example issue from your landscape for each of the five advocacy approaches.

Guiding question: Which issue can best be served by each approach?

IDENTIFYING

ADVOCACY

ISSUES

IDENTIFYING ROOT CAUSES

• Defining the problem is often the most difficult task. If you can boil what you’re doing down to a simple sentence that everyone agrees to within the organization, it will lay the groundwork for everything. This forms your mission statement.
• When selecting an issue, focus on relevance to members, consensus, impact , salience of issue (number of people affected), controversy, political feasibility, timeliness for policy makers, and complexity.

IDENTIFYING ROOT CAUSES

• The ability to prioritize the issues becomes important in determining what issues to address first. It is always easier in advocacy to first go after the low hanging fruits before beginning to address the more complex issues affecting a community.
• Once issues have been identified and prioritized, the final step in the process is to develop a problem statement for each of the issues identified.

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KEY TERMINOLOGY AND CONCEPTS

Advocacy issue/problem:

A challenge that can be addressed through advocacy approaches

Root causes:

• The most basic, identifiable causes of a problem, which decision makers are able to fix
• The deepest causes of a given behavior that cause a process to fail
• Fixing the root causes will prevent or significantly reduce the likelihood of the problem’s recurrence

Evidence:

The available information indicating whether a belief or position is true or valid

Data:

Facts and statistics collected for reference or analysis

THE PROBLEM TREE

A tool to help define problems

EXAMPLE

Root causes�and effects�of a problem

GROUP ACTIVITY

Creating a problem statement

1. Identify 3 issues in the landscape and use the problem ranking tool to prioritize the issues
2. Conduct a root cause analysis on the priority issue using the problem tree
3. Following the root cause analysis, generate a problem statement using the problem statement template

PROBLEM RANKING TOOL

1. Write down the top 5 to 10 issues affecting stakeholders in the landscape. They need to be clear, concise, and specific. A useful way of working through the issues is to ask yourself why they exist.

2. Prioritize and rank the issues according to:
1. Level of importance to landscape stakeholders:�Rank from 1 (low) to 5 (high)
2. Ability of the Landscape Partnership to influence change on the issue:�Rank from 1 (low) to 5 (high)
3. Simplicity of the issue: Rank from 1 (low) to 5 (high)

THE PROBLEM TREE

A tool to help define problems

PROBLEM STATEMENT TEMPLATE

SETTING GOALS�AND OBJECTIVES

• Once the issue is identified, it is important to set advocacy goals, which will be determined by the change that we are seeking
• The goals and objectives of advocacy are different and distinct

GOALS & OBJECTIVES OF ADVOCACY

Goal

• Long-term, higher-level result or achievement where effort is directed
• A goal is the desired result of any advocacy activity
• An advocacy goal will usually be a long-term result, and it may take three to five years of advocacy work to bring about the desired result

Objectives

• Short-term steps to achieve a goal
• Desired accomplishments that will contribute to the overall goal
• Steps toward your advocacy goal. An objective is the intended impact or effect of the work you are doing, or the specific change that you want to see

ENERGIZER

STAKEHOLDER

MAPPING

IDENTIFYING & MAPPING STAKEHOLDERS

Define decision-makers & influencers

• Stakeholder mapping is a process of identifying individuals, organizations, groups, sectors, or government officials that might be directly affected by the change that your organization is trying to apply during an advocacy campaign.
• Some stakeholders are more critical to an issue affecting a community or society.�Your job is to identify the key stakeholders involved in an issue that you have identified.

STAKEHOLDER MAPPING TOOL

GUIDING QUESTIONS

• Who is affected by the landscape activities?
• Who can influence the outcomes of the Landscape Partnership?
• Who are the potential supporters?
• Who might be opponents or disinterested?
• Who can affect or is affected by the landscape in 20+ years?
• Whose voices or interests might not be heard?

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HIGH INFLUENCE

• Meet their needs
• Engage and consult
• Try to increase interest
• Aim to move into right-hand box

KEY PLAYERS

• Involve as allies/partners
• Target in advocacy campaigns
• Include in decision making
• Engage and consult

LEAST IMPORTANT

• Low interest and influence
• Keep informed
• Try to increase interest
• Aim to move into right-hand box

HIGH INTEREST

• Show consideration
• Involve in low-risk areas
• Keep informed
• Engage and consult
• Potential supporter/ambassador

Level of Influence of Stakeholders

Level of Interest of Stakeholders

INFLUENCE/INTEREST MATRIX

- Low

+ High

+ High

- Low

This matrix helps you

to prioritize the various stakeholders, understand who the partnership should address, how and what to ask them.

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Make sure to include your own organization and internal stakeholders.

RESULTS OF THE STAKEHOLDER MAPPING EXERCISE

• The groups in the GREEN box are key players/actors and should be involved in the advocacy campaign as allies, coalition partners, or the target of an advocacy activity.
• The groups in the ORANGE box are important and should be engaged in the advocacy activity.

RESULTS OF THE STAKEHOLDER MAPPING EXERCISE

• The groups in the BROWN box are the least important and should be informed about the advocacy initiative during a public relations campaign.
• The groups in the BLUE box should be consulted and informed, as they are very interested in the subject matter and might make good allies in your advocacy campaign later.

NETWORK

& COALITION

BUILDING

STEPS IN COALITION BUILDING

1. Develop broad networks/coalitions of like-minded actors
2. Establish principles and effective practices of working
3. Research and identify entry points and champions
4. Manage and deliver communications
5. Evaluate

1. DEVELOP BROAD NETWORKS

of like-minded actors

• Identify appropriate partners with complementarities in terms of organizational skills, resources, experience and spheres of influence.
• Approach potential partners in a targeted manner, with a clear idea on how the various partners complement each other in working towards the advocacy goal, recognizing their roles individually and the added value of a coalition. 

2. ESTABLISH PRINCIPLES

and effective practices of working

• Agree on guiding principles for partnership, including strategic objectives and modalities of collaboration.
• Build trust by facilitating information sharing between partners (building a common website, sending regular e-blasts to members, Twitter feed, etc.), creating immediate “quick-win” opportunities to work together to�demonstrate added value of the coalition, ensuring reciprocal transparency, and supporting each other’s initiatives.

3. ENTRY POINTS & CHAMPIONS

for decision making

• Identify the relevant players who can influence the decision-making process for the specific issue at hand, e.g., media, parliamentarians, key political constituencies, donors, etc.
• Work towards creating ownership of the advocacy issues by the identified champions.

ASSESS THE ENVIRONMENT

and identify risks

• Assessing the environment involves analyzing the situation as it is. It involves analysis of who you are going to work with (actors), analysis of factors that will influence your intervention, and your organization.
• Risk management involves weighing the opportunity costs for all your actions.
• Threats and barriers to your advocacy must be identified and proposals on how to manage them should be documented.
• For example, if the political environment is�hostile to street marches and demonstrations,�face to face discussions may achieve better results

GROUP ACTIVITY

Identify Partners and Risks

1. Look at the stakeholder matrix�and identify potential partners
2. Identify the risks involved�of approaching the identified�non-partner stakeholders using�the different advocacy styles
3. Make notes for the group of these risks

ADVOCACY

COMMUNICATION

ADVOCACY COMMUNICATION

Advocacy is a communicative�act that seeks to:

• Create awareness
• Persuade and motivate
• Communicate to convince
• Convince to change
• Change to commit, and
• Commit to convert to the cause.

YOUR MESSAGE

Why is it needed?

• Crafting your message is a critical step that will pull people towards your campaign. Your members need reassurance, policy makers impact of regulations others etc.
• Having a clear request and one that targets key interests are the most important qualities, as you ultimately want someone to do something

DEVELOPING A MESSAGE

• Clear and impactful messages are essential for an effective advocacy strategy.
• The messages should convey the advocacy issues, why the decision-maker should care, a change or solution to address the problem, and specific actions a decision-maker can take in response and the benefits. 
• Develop position statements, using evidence and facts. 
• It is important to have a compelling message and to think about who the ideal messengers are for each message.

WHAT MAKES A GOOD MESSAGE?

for different stakeholders

• Be simple and explain the cause clearly without�ambiguities.
• Emphasize the critical importance of the cause.
• Tell people something new, something they�had not thought about. Accuracy is vital.
• Be engaging, interesting, perhaps even shocking.
• Articulate the need to act and provide a solution. Win-win solutions are preferred.
• Try to have only three messages around your issue.

DIFFERENT WAYS TO DELIVER YOUR MESSAGE

1. Policy papers, program flyers, research papers, case studies, business cards, or other materials you might want to leave with a decision-maker targeted for advocacy action
2. Incorporating follow-up
3. Adapting messages for the appropriate audience
4. Website and social media
5. Using data or evidence to create effective messages:
1. Storytelling versus statistics
2. Using storytelling for effective message delivery

KEY MESSAGE EXAMPLE

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Issue:

Outdated�Fire Policy

Key Messages:

• We are launching a new campaign to raise awareness of the lack of fire emergency services in Kenya
• We are doubling our efforts to combat certain types of fire hazards in big cities in Kenya
• We want people to engage via our website�(so here is the web address)
• We are holding an event/publishing a report/ results of a survey to show the extent at which densely populations in urban areas are at risk of fire.

POLICY WINDOW

A policy window is an opportunity for advocates of proposals to push their solutions, or to push attention to their organization’s issues. Advocates must have their message at the ready, and able to disseminate during a “policy window.”

A policy window opens when:

1. There is a new problem or definition of a problem.
2. There is a change in administration or Parliament.
3. There is a change in the national mood.
4. Policy windows open sometimes predictably, other times unpredictably.

GROUP ACTIVITY

Create a communication message

Create a communication message directed�to the identified stakeholders

1. Choose a stakeholder that you want to target for messaging
2. Create a key message that has a maximum of 3 short lines for that target audience
3. Who (messenger), How (medium), When (timing). Think about who is going to deliver the message, how and when.

What is your main take-away from today?

REFLECTION

1. Question 1
2. Question 2
3. Question 3
4. Question 4

FEEDBACK

How are you today?

Patricia Bon, Max Levy, and Bemmy Granados. EcoAgriculture Partners

January 29, 2024

INTRODUCTION TO ADVOCACY

IN LANDSCAPES

Welcome!

PROGRAM

Day Two

• Check-in
• Developing an advocacy plan

• Group Presentation

• Advocacy committee
• Reflection
• Feedback survey
• Check-out

ENERGIZER

DESIGNING AN

ADVOCACY PLAN

OF ACTION

ADVOCACY PLAN

Guiding questions

• Stakeholders:�Who are the main stakeholders?
• Interests:�Why should they care about our issue?
• Goals:�What do we want from them?�What action do we want them to take?
• Messages:�What should we tell them to encourage that action?

ADVOCACY PLAN

Guiding questions

• Activities/Frequency:�How will we reach them?�How often?
• Resources:�What is needed in terms of staff, time,�and money to reach the stakeholder?
• Monitoring and evaluation:�How will we know we’ve made progress?

ADVOCACY PLAN SPREADSHEET

GROUP ACTIVITY

Develop an Advocacy Plan

1. Collect and review the work from activities�in the previous days
2. Fill-in the the Advocacy Plan Template to create a�frame for your plan and presentation
3. Focus on the activities that are part of your plan
4. Add preliminary ideas about resource mobilization�and monitoring & evaluation
5. Decide who/how to present in 10 minutes and prepare for a 5-minute Q&A after

PRESENTATION TIME!

ADVOCACY

COMMITTEE

1. Do you consider an advocacy committee important?
2. What would it do, in addition to reviewing strategies and plans?
3. What is needed for it to function?
4. How would people participate in it (fixed members or other way), and how many?
5. How do we make sure that the committee itself is diverse and inclusive?

What is your main take-away from today?

REFLECTION

1. Question 1
2. Question 2
3. Question 3
4. Question 4

FEEDBACK

1. Step 1
2. Step 2
3. Step 3
4. Step 4

NEXT STEPS

• Question / sentence
• Question / sentence
• Question / sentence

This is a title

Thank You!

Patricia Bon, Max Levy, and Bemmy Granados. EcoAgriculture Partners

January 29, 2024

MAX LEVY: mlevy@ecoagriculture.org

PATRICIA BON: pbon@ecoagriculture.org

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