DEFINING AND ORGANIZING AN ADVOCACY CAMPAIGN 101

Thought and effort invested into research and analysis at the start of an advocacy campaign pays off with more effective results later on. Strategic thinking ensures that the advocacy campaign will target the right people with the most compelling arguments to achieve the desired goal.

Issue: The first step of the analytical process is brainstorming to fully understand all the details of the issue and then to formulate the problem and the solution. This may require desk research and talking to knowledgeable people. Discussing the issue with people who have different perspectives is helpful for gaining a more nuanced understanding of the problem and solution. In general, the more complex an issue is and the greater the possibility for controversy, the more research will be needed to make convincing arguments and diffuse criticism from opponents. Using data and facts for decision-making will lead to better outcomes and also helps in determining potential roadblocks before they become major obstacles.

Problem: Determining the root cause of a problem is critical for identifying right solution. Any problem may have different causes. Most likely, there is a combination of several factors. Determining what is most accountable for the problem may require discussions with many people who are affected by the problem. It is also important to understand the consequences of the problem. Having data to back up assertions is critical for establishing credibility.

Solution: The next step is to brainstorm about the possible solutions to the problem. For this analysis, it is particularly important to get input from those affected by the problem and others who may be knowledgeable about potential resolutions.

Advocacy Objective: This analysis will lead directly into the formulation of the advocacy objective, which articulates specifically what the campaign aims to achieve, usually a new policy, legislative or procedural change. The objective should be as specific as possible in terms of the quantity and quality of change aimed for and by when. The level of specificity distinguishes an objective from a goal, which is the overall benefit the campaign is contributing toward.

Audience: The audience comprises all the people who are in a position to bring the advocacy objective to fruition. In most cases, this will be lawmakers, but this process could be applied in multiple contexts or at any level of government. It could be elected or appointed officials. The first step in identifying the audience is to create a decision map, which tracks everything that needs to be done to in order to implement the desired change.

Both formal and informal processes should be considered. The formal process is what is mandated by law such as a committee vote or approval by a minister. But there may also be informal processes that are not written down or officially prescribed but often occur, such as the committee chairperson inviting feedback or input into a decision.

The next step is to identify all key people involved in each phase of the policy process. The primary audience includes people directly able to affect the outcome desired. The secondary audience includes people who can influence the primary audience. These people may know individuals in the primary audience professionally or personally and may be personal contacts, influential academics, community leaders or members of the media.

Whenever possible, the audience should be proper names of individuals rather than organizations, committees or departments. While a decision may technically be taken by a group such as a committee or council, it is ultimately people on that committee who need to be persuaded.

All the people identified as primary and secondary audiences should be classified into 5 categories: in favor of the proposed solution, against the proposed solution, undecided (or unknown), currently unaware of the problem, currently uninterested in the problem or indifferent. This information will be used to create an Audience Knowledge and Attitudes Chart with more details on the current position of the audience. Additional research may be required to uncover these details.

Stakeholders: In addition to the primary and secondary audiences, there may be other people who will either be able to help advance the advocacy agenda or may try to obstruct progress. The next step is to identify all the additional stakeholders, which are all those people who have something to gain or lose (directly or indirectly) from a successful outcome to the advocacy campaign.

Once the list of all stakeholders is developed, all the names can be placed on a Stakeholder Map, which classifies stakeholders into allies, potential partners, opponents and adversaries. The stakeholder map is useful for determining which stakeholders will require the most attention. The first step in creating the map is to rate on a 0-10 scale how much each stakeholder supports the advocacy objective and how much power each stakeholder has to facilitate or impede the advocacy campaign. More weight should be given to potentially more active stakeholders than those who have strong opinions, but are likely to be inactive.

As stakeholders are ranked in the Map and fall within the four categories, the information will help show where alliances can be formed to strengthen the advocacy campaign and display the capacity and interest-level among many stakeholders. It can also be helpful for identifying potential conflicts, risks or special interests that may work against the campaign.

The analysis from the Stakeholder Map can be combined with a Stakeholder Identification Table, which adds details to help determine how to obtain stakeholder support or overcome their opposition.

The core group of strategic allies should be asked to commit only to a limited duration assignment as supporters and advisors, serving as a brain trust or planning team. The group must be unique, dynamic, charismatic, fearless, and know how to make things happen. They must love and welcome new challenges, care deeply about the issue, and must be able to move mountains when necessary.

Building Relationships: The success of any advocacy campaign depends on an ability to develop and maintain relationships. Do not underestimate the power of a friend. Developing strong relationships with diverse groups of people will help build trust in the community and can help foster positive impressions of the advocacy campaign. Often, it is personal relationships that lead to an important contact, partnership, or funding source. This increased trust and contact base may also help to attract more people to the advocacy campaign and create stronger support for the issue.

Coalitions: Bringing together collaborators from different segments of society in a coalition strengthens and enhances the credibility of the campaign. Coalitions can be permanent, temporary, formal (with memberships, by-laws and dues) or informal. They can address a single issue or seek to advance multiple objectives towards an agenda. When deciding whether to form a coalition, it is important to assess the strengths partners bring, whether these strengths compensate for weaknesses, whether there are any potential conflicts and whether potential partners have reputations that could compromise the objectives of the campaign.

Coalitions need to be managed to ensure that the group is cohesive and not working towards different purposes. Partnering with large or high-profile organizations can bring significant resources and benefits, but there is a risk that these organizations will overshadow smaller partners.