Advocacy concepts and techniques

“We analyze the budget, but the question is how to change it?  
No government alone will change.”  
Vivek Pandit

Two workshops were held to explore the meaning of advocacy, the relationships and activities it encompasses, and techniques for managing these effectively.  In the first workshop, John Samuel from the National Centre for Advocacy Studies (NCAS), India, spoke about the meanings and concepts of people-centered advocacy and Ellen Nissenbaum from the Center on Budget and Policy Priorities (CBPP) in the USA shared some lessons and experiences from their experience in undertaking policy advocacy.  In a subsequent workshop Ellen Nissenbaum and Michelle Bazie, both from CBPP, spoke in more detail about communications strategies and techniques.

Understanding advocacy

click here to see the NCAS brochure on people centered advocacy

Advocacy can be defined as ‘a set of organized actions to change public policies in a way that will empower the marginalized.’  However, the definition of advocacy depends on the context, the objective and the actors. Most of all it depends on the values, perspective and principles on which it is based.   That is what has the biggest impact on the way information is interpreted and analyzed.   

NCAS developed a framework for people-centered advocacy.  This differs from policy-centered advocacy, which uses policy analysis to advocate on behalf of people, in that it is born from the people, and from that perspective looks into policy.

… people-centered budget analysis:  In relation to budget analysis this is an important perspective to maintain.  Those who feel the impact of the budget most sharply are those with the least influence in the process, while the international financial institutions, powerful interest groups and political elite are defining what goes in.  While the figures in the budget are not challenged or understood the politicians can continue with the arts of policy mirage, making commitments to grand objectives which in reality are pure rhetoric with no corollary financial commitment, and budget mirage, where allocations are made without clear policy guidelines. 

Budget analysis can be used to:

  • Demystify the budget and take away the fear of numbers from the people, empowering them to ask questions and participate;

  • Create public debate;

  • Influence the budget process to become more transparent and accessible;

  • Change allocations through intervention and lobbying in the budget formulation process, offering alternative trade-offs by studying both expenditure and revenue plans;

  • Monitor budget implementation, including advocacy for the right to information and accountable governance;

Budget analysis is about taking the data, interpreting it and making it into knowledge.  This knowledge will strengthen arguments and demands if the data has integrity, your analysis is logical and coherent, and your interpretation is politically valid.  Your values and perspective precede your strategy and from there you choose your technique.  This is the only valid way, otherwise you are like Alice in Wonderland: ‘if you don’t know where you are going it doesn’t matter which route you take.’ 

… the principles of communication:  Advocacy is essentially an act of communication and we need to understand some of the principles of communication to be effective.  These include:

Participation:      those who mediate information can become very powerful. We need to demystify terms and concepts so that people can understand and use information without become power brokers ourselves.

Legitimacy:        this can come from your beliefs, your knowledge base or your base in mass movements.

It is important to clearly identify the different arenas for effective advocacy, to understand them well in order to apply these principles of communication correctly.  In people-centered advocacy it is the people who are the source of legitimacy.  But the people are distinct from the public, who in reality are the media/middle-class nexus, middle-class opinion presented as popular by the media.  We can use the media to communicate to the public, but we need other strategies and methods to communicate effectively with the people, and to encourage popular participation.  We also need to understand how to communicate with two other arenas for advocacy, the networks and alliances, and the decision-makers.  

Budget advocacy in the USA – lessons and strategies:
Budget analysis can be used to influence a budget before it is presented where the system allows, or to comment on a presented budget.  While we may be looking for changes to laws, allocations and policies in order to benefit the poor, but we must also be aware of changes which remove or lessen benefits received by the poor.  As Ellen remarked, “it is about keeping an eye on the woods as well as the trees.”  

Working to influence and change policy and budget allocations requires a methodological approach. It is important to:

  1. Clearly define your long and short-term goals and priorities.  Remember that many gains are incremental.   

  2. Establish a strategic plan, identifying:

  • Timeline for the campaign;

  • Research needed;

  • Decision points and opportunities in the process;

  • Key decision-makers at each point in the process; 

  • Who are your allies, keeping an open mind to unusual bedfellows;

  • The media plan.

  1. Develop analyses and general materials.  A variety of materials can be used for different audiences, long detailed papers, short punchy fact-sheets, training and forums.  At the time findings are released, staff need to be prepared to respond to all types of requests and needs.

  2. Follow-up your successes.  A new law on the books does not equal food in people’s mouths or money in people’s pockets.  CBPP has established an outreach division based on the need to inform people of new rights or benefits owed them due to changes in legislation. 

Ellen continued to talk about the communications element of advocacy, as detailed below.

Comments and questions:
Different examples of targets for advocacy work were mentioned.  For example, in Nepal the budget process does not allow time or power for changes to be made to the budget, and parliamentary approval is more of a rubber stamp than a negotiation.  In this case it is more profitable to draw attention to this problem with the system than attempt to change the budget before it is presented.

On the question of the choice of focus in advocacy, one participant asked whether in some contexts it is necessary to concentrate on policy advocacy, in particular where there is not a highly politicized or mobilized poor majority. There is also great potential for networking, so that skills are applied appropriately and results shared.  Grassroots organizations can work collaboratively with policy analysts with technical expertise and access to power sources.  An organization in Brasilia collects and analyses data to provide freely to grassroots organizations for their campaigns.  John agreed that although mobilizing and organizing are important they should not be idealized and strategies depend on the political context, and the nature of the organization. 

Making communications more effective:

Forming a communications strategy:  When you have a piece of work, analysis or comment to communicate there are several things to think about:

Audience:                   Who are you trying to reach?  Whether it is policymakers, the media, other NGOs or particular communities, being clear about who your audience is will determine in many ways how you present the information, and through which media.  

Purpose & timing:     What are you trying to achieve?  If you are trying to influence a particular vote or decision, or a debate in parliament for example, or making a general case for policy change, clarifying your purpose will inform you on the timing of your communication.

Release strategy:      Who are you going to give the information to, when and how?  Knowing your timing and audience, you should be able to determine a strategy for releasing the information.  You may want press coverage to coincide with an event or debate, or you may decide to release the information through a meeting or public hearing. You may choose to partner with another NGO in publishing or launching a report.

click here to see an example of a short CBPP analysis

Communication strategies that worked:  Ellen shared some lessons in communication strategies and practices.

  • No permanent friends, no permanent enemies.  While it is important to construct ongoing relationships with a wide array of people, including political decision-makers, if you remain independent, reliable and credible you can bring pressure to bear on people where necessary and be taken seriously.  You also have to establish yourself as a reliable and independent source for the media, be an honest broker on all sides.

  • Choose your battles carefully:  You need to choose what to get involved in based on your principles, opportunities and capacity.

  • The art of compromise is not necessarily dishonorable:  it can lead to a good result, if not the best potential end.  

  • Stick to the facts:  you have to be able to back up your facts.  Avoid ideologically highly charged language with the media.

  • Broaden the constituency as much as possible for the campaign  Think laterally about tracks on which to work, push the debate and expand what is possible.

  • The messenger is as important as the message:  identify and use highly respected independent experts where appropriate.

  • Build bridges:  You can make a big impact by translating work from the field of research into simple language and bringing it to bear in the policy debate. 

  • Put pictures in people’s minds.

  • People interested in the budget are few, and it is our role to crystallize the trade-offs and choices made in the budget in simple language that puts pictures in people’s minds.  Big numbers make more sense when referred to in terms of what they could pay for. 

Designing your communication: Once you are clear about the objectives and strategy of the communication, you can design the materials accordingly.  Different style, format and density of communication are appropriate for different purposes and audiences, and sometimes it is necessary to prepare more than one version of a communication to cover different needs and objectives.  The CBPP, for example, might produce ten versions of the same analysis, from the full 30-page report, to summaries and targeted highlights on different questions and issues.  This way you can reach a wider audience more successfully, ensuring that everyone gets something they will read and use.  Other suggestions for clear and effective communication include:

Format:  

  • Remember that many people in the media and policy arenas receive a lot of papers daily. Your message must be clear and accessible from the front page, with a summary of your conclusion, findings and recommendations up front. 

  • More detailed information can be provided in the body of the report or as appendices. 

Style:         

  • The use of color and visual material such as charts, graphics and photos will make the report more attractive, and bring points home;

  • Language should be factual, clear and concise and non-academic.  Language that is overly ideological or partisan will reduce the impact and audience so you end up preaching to the converted;

  • Write and rewrite the piece with feedback from others further from the detail to ensure that it is easily readable and that technical information is presented clearly.   

Content:  

  • Don’t overwhelm with data, but ensure that you strike a balance between too much and too little detail; data and interpretation;  

  • Keep your analysis to facts, not assertions, and document or footnote all information sources to ensure maximum credibility;

  • You may be clear of your long term goals, but it is also important to think about short term recommendations or milestones which can be mentioned in communications.  Focus on credible recommendations which can be achieved within the timeframe of the debate;

  • Local variations in information or perspective can be presented in different, locally specific communications.

click here to read the Guide to Budget Work, which has a section on media work (requires Acrobat Reader)

Media: 

  • Duplication is a good idea.  The more that people hear your message through as many different media the more it will get through.  

  • Brief key audiences directly, for example you may wish to present your findings and recommendations to a caucus in parliament working on that particular theme to engage in dialogue about the issues.

  • Encourage people to use and share your information as it is not your organization but the information which needs to get attention and profile.  

  • To ensure good reception in the media, you need to establish long-term relationships with journalists and publications and build credibility as a source of information.  This includes local and national reporters, and those interested in specific issues.  

  • The business section of the newspaper often covers socio-economic issues in more detail.

  • The global media are harder to attract, you can try to establish relationships with your country correspondent, or assignment editors – but remember they are competing for column inches with the rest of the reporters in your continent!

  • Take advantage of new media such as the Internet that have more space for varied interests. Email is a useful medium, briefings can be sent through email and backed up through reports, press stories and hearings.  

  • Always follow up with the media, with policy makers and with NGO colleagues to ensure that the communication has been received, and how it was received or used,  and to maintain the relationship.

  • Keep a record of where your reports are quotes or mentioned in a database to track media coverage and establish new relationships.

Agenda