STEP 1: SUMMARY
Learning Objectives
1. Understand the steps involved in identifying and analyzing a specific problem when planning an advocacy initiative.
2. Understand the steps involved in defining and prioritizing the causes of the problem.
Key Concepts
1. Identification of the problem to be addressed. 2. Analysis of causes and consequences. 3. Prioritization of causes.
4. Detailed examination of the prioritized cause. 5. Lessons learned from experience.
Practical Techniques 1. Brainstorming to identify the problem.
2. Criteria triangle.
3. Analysis of causes and consequences.
Learning Indicators 1. Identification of a problem according to agreed criteria.
2. Identification of the causes and consequences of the problem. 3. Examination of the causes of the problem.
STEP 1: KEY CONCEPTS
The first step of the basic methodology for planning advocacy campaigns is to identify and analyze the problem to be addressed. The causes of the problem are defined, and one of these causes is selected for remedial action. The cause should be one that can be solved through changes in public policies or programs at a local, national, or international level. At the same time, it is important to understand the way in which the resolution of a specific cause may contribute to solving the general problem.
1. Identification of the Problem to Be Addressed
The group that is organizing an advocacy initiative must first decide what problem it wishes to solve. There are times when the problem is clear and easy to identify, especially in local settings. Nonetheless, it is very common for civil society groups to have long lists of problems that are negatively affecting one or more sectors of the population. In these cases the group must prioritize the problems, choosing one to work on first.
It is best to work on one problem at a time because each problem requires separate analysis and a specific proposal about how to solve it. Each problem will require a different strategy for influence, depending upon the government entities and decision- makers to be targeted.
The problem selected should be solvable through changes in public policy. It should relate to the mission and vision of the group that is organizing the advocacy initiative. Three main criteria should be emphasized in prioritizing a problem to be addressed through advocacy. The problem should be:
• Politically and technically feasible to solve • Deeply felt by a significant section of society • Motivating for the group.
2. Analysis of Causes and Consequences
Once the problem to be solved has been identified, organizers can proceed to the analysis of its causes and consequences, asking:
• Why did the problem arise?
• What are the main causes of the problem? • What are its consequences?
This exercise helps the group move from general demands that may be abstract and complex to more specific demands that are concrete and simple.
It is important to differentiate between causes and consequences because it is causes, not consequences, that are targeted by advocacy efforts. A proposal to solve a problem will be effective only if it addresses the root causes of the problem. Proposals that have an impact only at the level of consequences will not solve the underlying problem. Finally, if the organizers of an advocacy campaign have clearly distinguished between causes and consequences, they will be able to identify those groups within society that are most affected by the problem. These are precisely the groups most likely to be interested in being part of an advocacy campaign. They should be incorporated into the advocacy effort from the beginning.
3. Prioritization of Causes
With in-depth analysis it is common to find that a problem has several causes and that each of these causes must be addressed if the problem is to be solved. This requires organizers to set priorities, by asking:
• Which of the causes should be addressed first? Why?
• Is there one cause whose resolution would contribute more than the others to solving the problem? Why?
• Which cause is most readily resolved in the short term? Why?
• Is there one cause that is blocking the resolution of the others? How?
At times the organizers of an advocacy initiative must choose between the cause whose resolution would be most critical for solving the problem and a different cause that is feasible to resolve in the short term. In such cases there may sometimes be an advantage in choosing the cause that is less critical but easier to address. Achieving an early win will help the group or coalition gain valuable hands-on experience and become stronger. It may also motivate more people to become involved in future advocacy initiatives sponsored by the group.
4. Detailed Examination of the Prioritized Cause
Once a specific cause has been given priority, it must be examined in detail, separating it into its different contributing factors. The goal is to reach the point where alternative solutions become clear.
5. Lessons Learned from Experience
The identification and analysis of the problem is one of the most difficult steps in the planning of advocacy campaigns. A number of lessons have been learned from experiences in the field:
• Inadequate information is a common obstacle that impedes the analysis of problems. Organizers of advocacy initiatives may need to do additional research themselves or tap into the research expertise of universities or think tanks.
• Confusion between causes and consequences is a constant danger. It can lead to the proposal of solutions that do not address the roots of a problem.
• Incomplete examination of a problem can lead a group to concentrate its efforts on resolving less-important issues.
• In practice, many groups prioritize problems that are of little importance to the general population. This limits the possibility for mobilizing other groups in society to act and make it difficult to maintain momentum.
• Another frequent mistake is to analyze a problem without consulting those groups in society that are most affected by it. This can occur because of time pressure or lack of human or financial resources. In addition, sometimes leaders of advocacy efforts do not consider such participation to be necessary. Experience has shown that consultation with the people whose lives are most affected by a problem enriches the analysis of the problem and the preparation of proposals for solutions. It also lays the groundwork for future mobilization of the social forces needed to make the advocacy efforts successful.