workshop on lobby and advocacy by lindash


									Workshop on Lobby and Advocacy

Date: 27 – 29th November, 2006

A 3-day national workshop training on “ Lobby and Advocacy was jointly
organized by Indraprastha Public Affairs Centre (IPAC) New Delhi and BBO
Netherlands on 27-29 November in Delhi.

Purpose: The purpose of the workshop was to expose the participants from
various NGOs to new techniques in influencing decision making processes for
Non-profit sector, in particular, the lobbying. The workshop not only helped
individual participants to get a better understanding on lobbying, it also facilitated
exchange of experiences which could be the foundation for a long term
professional relationship.

Facilitated: The workshop was built on the experiences that BBO has had in
non-profit lobbying for over a decade. The workshop was facilitated by Mr.
Govert Van Oord, Senior Advisor in Public Affairs at BBO, and Mr. Narender


It’s an English word used at parliament, usually used when people are little
relaxed and are at ease and can put their view point with convenience. Though it
has a different meaning now in United States and is often related with bribing and
hence, not much in use, instead the word advocacy is used. Business people call
it public affair.

                                 EVIDENCE BASED & PLANNED

                                                     Long Term         O
                     C                               Advocacy          N
                     O      LOBBYING                 Campaignin        F
                     O      Counseling,              g                 R
                     P      negotiating                                O
                     E                                                 N
                     R                           ADVOCACY              T
                     A                                                 A
                     T                                                 T
                     I                                                 I
                     O      Compromise,                                O
                     N      reconcile                    Anger,        N

      Lobbying instrument:
       - Systematic – not hit and run, long term perspective (planned & not
        - Informal – not only the regular visits to tell the decision makers what
          we need (not to be confused with the formal procedures & formal ways
          of expressing voices), efforts to influence decision making.
        - The objective is negotiation.
        - Personal meetings, Informal gatherings, Exposure visits, Alliances,
          Specialist report, Media, Contact with party, etc. are some of lobby

       A lobbyist connects two worlds: Civil (SCOs, CBOs, NGOs, Business,
        etc.) and public (elected members, civil service officials, etc.)

»   Who uses Lobbying and Advocacy?
     A marginalised organisation will not be heard, an organisation with a
      certain ‘position’ can go for more influence.
     A Lobbyist has to deal with limited possibilities and chances for success,
      hence, has to understand present as well as potential influences, real
      limits and find additional chances.

Role of lobbyist: Lobbyist has to find opportunities for co-operation.

        Role as an insider -                              Role as an outsider -
         Client interest                                  Decision          makers’
                                      Lobbyist should
           Images of the public      not develop
                                      negative attitude
            sector.                                          Images of the NGOs

                                      Lobbyist should
           Procedures                know procedures        Procedures
                                      & work on it in

»   The critical role of a lobbyist:
     S/He has to accept her/his ´weak` position, knowing and accepting her/his
       real, but limited influence.
     Has to be pro-active in a permanent way.
     Has to play the game of the decision makers
          - Because the ‘half strong’ never can win every match
          - Accepting the need to find compromise
          - Sometimes the lobbyist has to ‘take losses’... And start all over
»   A lobbyist has to offer solutions or hindrance, alliances and support, or
    opposition, meeting interests &/or missed opportunities.

How it helped Sathi All For Partnerships / CWLR in building its Lobby

CWLR is lobbying to increase women’s share in government, organizational and
private resources. Women resource rights are their legal ownership of resources.

To motivate increase in private ownership women’s claim to land as resource as
a right needs recognition from government. It thus has to become an agenda of
the government and planning commission.

Keeping in view the fact that our organization is already in business of influencing
public policy makers in non profit sector for empowerment of marginalized and
poor people with specific issues of women land and resource rights related to
muslim, tribal, agriculture, unorganized sector and urban.

       The lobby and advocacy training helped CWLR to frame its future strategy
        for the issue of women land and resource rights such it gets its required
       Even the workshop helped in identifying the appropriate decision makers
        in front of whom the issue is to be positioned.
       In identifying the key government and other relevant documents that bear
        the women resource right agenda.
       It will not only help enrich their knowledge and information base but will
        also help analyse the relations with national administration and
        strategically build on the desired relations with varied stakeholders.

    Two exercises to define the lobby objective per organization were
    carried out, which is as mentioned below for Sathi All For Partnerships:
Exercise 1: Sathi All For Partnerships / CWLR representative discussed
about the Women Resource Right Agenda a One window approach to tackle
women’s problem, Women resource right committee and a tripartite board (as
mentioned as annex 1). Based on the case presented varied suggestions
were ushered –
  Women Resource Right Agenda
   Identify the already existing possibilities available and find the
      additional chances to influence or places to put in demands.
   Highlight the root cause of the varied problems of women i.e land and
      project the solution of these problems by adopting the WRRA.
   Search if there is a Migratory Policy or Land Use Policy in place framed
      by the government if not, then highlight this.
   Project the problem of migration, lack of land and lack of suitable policy
      as the problem of government and a national problem which itself is
      trying to solve and the better way is WRRA.
   Identify friends into industries or friendly MP to understand the root
      cause of the problem from govt. side.
   Needs strong advocacy, positive involvement of Planning Commission
   Need for a detailed documentation of the case from human right
      violation perspective, may be in terms of diverse impact on fishery or
      forced migration; may seek help of the state human rights commission
      for denial of land rights to women (need to find out whether it exists or
   Can make the issue a part of broader issue / movement and involve all
      other actor.

Exercise 2: Based on the above topics, issues in private land, focusing on
migratory, women in distress & unorganized women workers in urban areas
were also analyzed in these lines, as mentioned below:

Space in Master Plan
Issue: No provision of women’s space in master plan.
People affected: Migratory, women in distress and unorganized women
The effects:
 Displacement or eviction of the slums leads to throw off to far off places
   from the working area.
 Exploitation, mental/physical tourcher
 No or lack of involvement in decision making and no say for self, children
   or house.
 Lack of basic amenities such as water, food, electricity, sanitation and
Role of public decision maker:
 Proper provision or influence in the design of master and development
   plans for the migratory and unorganized women workers.
     Allocation of 40% of the development budgets for the women’s resource
      right agenda.
    Promote land and housing as a source of security and protection.
    Proper implementation of the program at ground level.
   Lobby objective:
    Ensuring migratory and unorganized women’s worker space as right to
      land and basic amenities into the master plan.

Lessons taken based on the presentations from the participants -
 Be aware of the other interests and their lobbies
 Be well informed about the context
 Be precise in your demand
 Know friends in parliament
 Create room to negotiate
 You have more friends than you realize
 Win – win approach asks special attention
 Sometimes advocacy is needed to prepare the ground and make it a ‘shared’
 Things start small, but sometimes end big
 See if our needs can be resolved by changing existing policies
 Lobby can also be aimed at proper implementation of laws and programs
 Sometimes it is wise to invite somebody else as your lobbyist
 Learn from other experiences
 Make a good mapping of the public sector
 Have the data available

Based on the basic conditions for lobbying three questions key to an
organization / network while considering lobbying work -What is in place in
my organisation? What needs to be developed? What is very difficult to realise? -
were addressed and an analysis of Sathi All For Partnerships / CWLR was
done, as mentioned below -

   Exercise 3: Analysis of Sathi All For Partnerships / CWLR

   A. Needs for the work:
   - Knowledge of the public/political environment – Adequate information as
      far as political environment is concerned; need to develop strong
      public and media support for the issue; need to strengthen relations
      with govt. to get critical information and significant events in govt.
      for proceeding strategically.
   - Knowledge of the instruments for lobby - quite aware of and well practised
      too, still needs to look into the strength of the working group as far as
      lobbying work is concerned.
   - Capacity to analyse situations - good capacity for situational analysis
      among different members but as we have diversified not having the
     capacity to bear so much of load we need to prioritise our work such
     can give timely input.
-    The right attitude to play the game: quite there.
-    Clients
B.   Organisation:
-    Organisation of flexibility – quite flexible
-    Not the traditional tree model – no hierarchy, listens to members’ opinions
-    Ready to work with two groups of clients – yes, with the public and the
-    Result oriented – yes, focussed on the issue and in small span of time we
     are able to build a platform and see to it that the desired outcome is
-    Cost aware - yes
C.   Staff:
-    Experts, analytical – needs more human power with different level of
-    Not hierarchical – is not
-    Communicative – quite communicative
-    Client oriented
-    Sociable – yes
-    Networkers - on toes to miss no opportunities to influence/ sensitise others
     (about the cause of women and land)
-    Open minded - yes

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