MY OFFER

Approach
My approach and range of services

A range of services are on offer to build the overall capacity of an office to engage in strategic and sustained advocacy.  My overall approach is to increase advocacy understanding, skills and confidence of teams, empowering them to lead and contribute to their office’s advocacy efforts.

 

As well as building the capacity of teams through in-country workshops,  meetings, and coaching,  I can provide ongoing coaching and mentoring remotely as you implement your strategies.    

Leadership for advocacy
Leadership for advocacy

I support offices to develop their overall strategy for how they will engage in advocacy, including a road-map for moving from where they are now, to where they want to be in 3 to 5 years.

 

I guide offices on ways to organise advocacy across the organisation: leadership for advocacy, roles and responsibilities of different teams, and systems/mechanisms for inter-office coordination – to ensure strong collaboration between staff members across the office and strong leadership to pave the way forward. 

Advocacy agenda
Advocacy agenda

I assist teams to determine the advocacy priorities for their office, and to establish decision making criteria for selecting priorities.

I can steer the office through a decision-making process to agree the priorities, and to ensure buy-in across the office.

Advocacy workshops
Workshops to build capacity and to develop advocacy strategies

I provide training to build the capacity of different teams and their understanding of what advocacy is, and what it involves. 

 

I build the capacity of the relevant staff members to design and deliver an Advocacy Planning workshop for their office to explore each priority issue, to generate ideas, and to secure collective agreement on the best way to advocate for the specific child rights issue. The workshop would take the office through a step by step process going through the outline below for a comprehensive advocacy strategy. 

Advocacy strategies
Preparing advocacy strategies

Following the workshop, for each advocacy priority defined by the office, I build the capacity of the teams to draft a comprehensive advocacy strategy which includes:

  • A specific theory about how the change process is expected to occur and what will help to move toward a policy “win”;

  • SMART advocacy goals

  • Audience mapping: Understanding who they are, how much they care about the issue, and how you want them to change.

  • Advocacy avenues and tactics: Partnerships, electoral advocacy, judicial advocacy, legislative advocacy, public advocacy

  • Persuasive messaging: What to say to whom at what stage of the procedure

  • Channels for messaging: Print, broadcast and social media – including media relations

  • Developing communications content: Crafting and delivering communication that influences key audiences.  Developing content for presentations, websites, digital channels, printed materials, brochures.

  • Timing: Identifying critical influencing moments.  Breaking down the strategy into an actionable work plan.

  • Monitoring and evaluating results: How to be results oriented and focus on measuring each project and deliver projects according to predefined objectives.

Partnerships for advocacy
Partnerships for advocacy

I guide the office to identify opportunities to create collaborative partnerships and to plan how to develop relationships with new and existing stakeholders so that these can be mobilised for the office advocacy agenda when their help is needed. Example partners include: Parliamentarians, faith-based organisations, adolescents and youth, media, the private sector, political and public champions, and civil society organisations.

Monitoring  & evaluation
Monitoring and evaluating advocacy

I advise the team on methods for monitoring and evaluating advocacy efforts to help to ensure that advocacy is as effective as possible. Monitoring and evaluation (M&E) planning should occur at the start of the advocacy effort, ideally while the strategy is being developed or soon after, so that monitoring and evaluation can be used for mid-course correction, organisational learning and measuring impact. 

To learn more or discuss possible work let's talk >>

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