Advocacy and resource mobilisation - OneResponse

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Developing a single overarching objective will be critical to an effective advocacy argument. This objective should be: � specific, focused and narrow � achievable within an agreed time frame and given available cluster resources � of interest and value to cluster partners and stakeholders in order to generate commitment and support. Step 4: Identifying targets With a clear analysis of the problem, the next stage is to determine the targets that the cluster’s advocacy efforts need to influence. For example, the objective may be to prioritise establishment of temporary learning spaces in IDP settings. In this case the targets might include community leaders, government partners, the HCT, and the Camp Coordination and Camp Management (CCCM) Cluster. Targets are not usually individuals, as the purpose of advocacy is to bring about some sort of institutional change, although particular individuals may influence the process, eg, the HC/RC. In addition to the targets, it will be important to consider all other stakeholders who may be in a position to influence the advocacy issues, or will be affected by them. Determine the interests and priorities of both targets and stakeholders, and in particular consider how the advocacy efforts might address their own objectives or problems, ie, ‘what’s in it for them’. Targets Why? What’s in it for them? National and local government authorities Office for the Coordination of Humanitarian Affairs (OCHA)/HC/RC 252 | May 2010 Tackle constraints, eg, access, mobilise resources, influence political and community actors Generate support for education in emergencies Donors Mobilise resources, influence funding priorities, gain Means for putting pressure on decision-makers Addressing evidence-based needs, linking relief, development and disaster risk reduction (DRR) Visibility, evidencebased funding, clarity on priorities Advocacy instruments to use Negotiation and briefings, field visits Negotiation and briefings Briefings, field visits
Community/ religious leaders, school committees political backing and impact Generate public support, mobilise resources Teachers, unions Mobilise resources, influence political and community actors Conflicting parties Tackle constraints, eg, access, reduce risks Advocacy and resource mobilisation Means for putting pressure on decision-makers, local reputation Means for putting pressure on decision-makers, local reputation Public education campaigns, negotiation, field visits Negotiation and briefings, field visits Bargaining power Negotiation Step 5: Clarifying the cluster’s position and compiling an effective advocacy message It is a good idea to develop a one- to two-page position paper presenting all the relevant aspects of the advocacy issue on the basis of analysis and knowledge of the problem, the issue itself, the objectives, and the targets (see the example from Haiti, included in the ‘Additional resources’ listed at the end of this section). If work has been undertaken by a smaller working group, this will also serve as a basis for getting input and agreement from remaining cluster partners. Reaching agreement on a clearly articulated position is the basis for effective advocacy. Alongside this is the need for a concise and consistent advocacy message which can be used by all cluster stakeholders. Some agencies use the term ‘the one-minute message’, recognising situations where there is limited time to present a case, eg, in busy meetings, or TV or radio interviews. The one-minute message consists of: statement + evidence + example + action desired Don’t worry about being nervous, but try to be clear Keep to the point Accurately describe needs Tips for getting your message across Emphasise the interests of the affected population Have a good punch-line and ‘sound bites’ Talk from the heart, provide real life examples Speak with authority – ensure that you are well informed of the current situation Avoid jargon and acronyms Present clear evidence May 2010 | 253
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