MANUAL FOR FACILITATORS OF ADVOCACY TRAINING SESSIONS
Washington Office Center for Development
on Latin America and Population Activities MANUAL FOR FACILITATORS OF ADVOCACY TRAINING SESSIONS ► CONTENTS
CONTENTS
Acknowledgments
Section One: Overview
1 Introduction to the Manual
2 Basic Principles of Facilitating Advocacy Events
Section Two: Training Guides for General Workshops
1 Introduction to Advocacy
2 A Step-by-Step Approach to Participatory Planning of Advocacy Initiatives
Section Three: Step-by-Step Training Guides
Step 1: Identify and Analyze the Problem
Step 2: Formulate the Proposal
Step 3: Analyze the Decision-Making Space
Step 4: Analyze Channels of Influence
Step 5: Do a SWOT Analysis
Step 6: Design Advocacy Strategies
Step 7: Develop an Activity Plan
Step 8: Carry Out Continuous Evaluation
Section Four: Appendixes
1 Practical Tips on How to Facilitate Training Sessions
2 Preparation of Minutes
3 Group Exercises
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ACKNOWLEDGMENTS
The Washington Office on Latin America (WOLA) is a nonprofit policy, research, and advocacy organization, founded in 1974 by religious and other civil society leaders. WOLA promotes human rights, democracy, and social and economic justice in Latin America and the Caribbean and encourages a United States foreign policy that contributes to the achievement of those goals.
WOLA’s Advocacy Training Program in Central America was established in 1996 to train civil society organizations in the region in the use of advocacy methodologies and techniques. The program seeks to strengthen the capacity of these organizations to influence local, national, and international policy-makers on decisions about key policies and programs. The overarching goal of the program is to contribute to the development of a democratic culture in Central America by promoting values such as equality, gender and ethnic equity, respect for diversity, dignity, tolerance, and human solidarity.
This manual is the product of a team effort by the staff of the Central America Advocacy Training Program and is based on extensive field experience in that region. It was developed in 2000–2001 by Patrick Baltazar and Andrés McKinley, with important contributions from Angélica Alarcón, Joshua Lichtenstein, and Susan Peacock, under the supervision of Danuta Sacher. It contains conceptual and practical tools to increase the effectiveness of individuals and organizations that seek to strengthen and assist advocacy initiatives through training, planning, and evaluation efforts. While the original Spanish-language manual was developed for use in Central America, this English-language edition is intended for broad use in other regions of the world, including Africa, Asia, and English-speaking countries in Latin America and the Caribbean.
The editing and publication of the manual are the result of a joint effort by WOLA and the Center for Development and Population Activities (CEDPA). The manual was translated from Spanish to English by Susan Peacock, with support from Bread for the World (Germany).
We would like to thank the Asociación Mujer Vamos Adelante (AMVA) in Guatemala for its suggestions on how to incorporate a gender perspective into the manual. AMVA’s review of the manual was recommended by participants in the Training School for Policy Advocacy that was carried out jointly by WOLA and CEDPA between November 2002 and February 2003.
We hope this manual will be helpful to those persons and organizations that are working to consolidate human rights, democracy, and social justice through advocacy in Latin America and beyond.
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Section One:
Overview
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INTRODUCTION TO THE MANUAL
This manual is the product of six years of experience in Central America, facilitating advocacy training sessions and working in cooperation with specific advocacy campaigns. It offers conceptual and methodological tools to persons who wish to train civil society groups in the participatory planning of advocacy initiatives aimed at changing public policies and programs so that they benefit those in society who are traditionally marginalized.
The manual is organized into four sections:
Section 1 provides an overview of the manual and of the basic principles for facilitating events. These principles cover key areas that all facilitators should keep in mind when undertaking any training, planning, or evaluation activity intended to strengthen efforts to change public policies and programs.
Section 2 consists of two training guides for general workshops The first focuses on the concept of advocacy, understood both as a change process and as a way to exercise power. A full conceptual understanding of advocacy is key to the planning of successful advocacy initiatives. The second guide in this section introduces the eight steps that make up WOLA’s basic methodology for the planning of advocacy campaigns.
Section 3, the most extensive, consists of training guides for each of the eight steps.
Finally, Section 4 contains several appendixes with additional practical material for general reference. It includes a sample workshop agenda, suggestions on how to take minutes, and a selection of group exercises for use in workshops.
Using the Training Guides
Each of the 10 training guides, two general and one for each of the eight steps, is organized in a similar way. Each begins with a summary page listing the learning objectives, key concepts, practical techniques, and learning indicators for the guide. Next, key concepts are explained in detail. The core of each guide is a set of practical techniques that can be used in training sessions, with instructions for using each one. Most of the guides include worksheets to use with the techniques, as well as graphic resources that facilitators can use as handouts or as models for displays to illustrate the ideas discussed.
The facilitator using a particular training guide should first read the summary and the key concepts. He or she can then choose one or more of the practical techniques that seem most appropriate for the group’s campaign, taking into account its objectives, the characteristics of the group, and the time available. The facilitator can choose the worksheets and resources that are most useful with the technique selected and photocopy them for use in preparing the session.
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BASIC PRINCIPLES OF FACILITATING ADVOCACY EVENTS
The facilitation of advocacy training sessions or of other group processes related to advocacy initiatives requires a variety of technical, pedagogical, political, and artistic skills and knowledge. Facilitators should have at least a primary school education, with good reading comprehension and writing skills. They also need a commitment to advocacy, and the willingness to continue to learn by experimenting with new techniques and methods. It can be said that facilitators are not born, but rather develop through practice and continuous effort to improve and grow.
To be a facilitator also requires a strong commitment to the empowerment of other people. It is important to remember that a facilitator exercises considerable power and influence within the organizing and educational campaigns that s/he seeks to strengthen. For this reason, the facilitator should always be conscious that s/he has a responsibility to promote democratic participation and to seek to empower the group, community, or coalition with which s/he is working. Everything that a facilitator says or does—or does not say or do—has consequences for organizing and educational efforts. These consequences may not always be readily evident, but in the long run may either benefit or hurt a group.
It is therefore important to ensure that decisions made as part of an organizing or educational effort reflect a collective understanding and are based on the experiences of the group. They should not be based solely on the criteria and experiences of the facilitator.
Functions and Responsibilities of a Facilitator
A facilitator should:
• Contribute to the building of common understandings based on the group’s own organizing experiences.
• Contribute to the building of common understandings based on the group’s educational experiences.
• Learn new things.
• Make the group more aware of its own internal dynamics.
• Stimulate democratic participation.
• Help the group to identify its problems and analyze their causes.
• Motivate the group to define and achieve its objectives.
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• Help the group to work through internal conflicts in a constructive manner.
• Plan a logical and orderly process geared toward clear objectives.
• Prioritize and summarize important points.
• Go back to decisions made by the group and urge participants to follow up on them.
• Facilitate evaluation as an integral part of group processes.
Qualities and Skills of a Facilitator
A facilitator should be creative and dynamic, yet at the same time observant and sensitive to the needs and mood of the group. He or she should be patient and flexible, responsive to questions, and open to criticism. It is very important to be committed to gender inclusiveness and to respect cultural and ethnic differences. Finally, the facilitator should be consistent in his or her practices and statements.
Practical Tips for Facilitators
The following are general tips for the design and facilitation of advocacy training sessions or of meetings to plan or evaluate advocacy initiatives.
Before the event
1. Define the objectives of the session with leaders or representatives of the organization (or organizations) that will participate in it. This is especially important when the organization has requested that the session take place. A facilitator should be clear about how this particular event fits within the organization’s overall structure and programmatic activities. S/he should try to ensure that it is consistent with the organization’s stated mission and objectives.
2. Ensure that the people with whom you are coordinating the event have the backing of the organization and its membership in order to avoid such problems as manipulation, poor attendance, or lack of credibility.
3. Arrange for the facilitation to be done by a team of facilitators.
4. Make sure that whatever technical equipment is needed for the event is available and functioning properly.
5. Gauge the participants’ true level of commitment to and involvement in the group’s advocacy initiative.
6. Obtain as much information as possible about the organization: its history, current objectives, structure, activities, and internal dynamics. Information can be gathered through interviews, informal conversations, documents, and minutes.
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7. Bear in mind the characteristics of the people who are going to participate: their ages, ethnicity, race, gender, knowledge and experience related to the issue, level of formal schooling, responsibilities within the organization, and level of political awareness.
8. Deal with logistical aspects of the event: the schedule, time allotted for lunch, where and how to hang up newsprint, the size of the space, the noise and temperature levels, the availability of break-out space for small group work, and so on.
9. Ensure that the specific objectives of the session contribute to the organization’s overall objectives.
10. Ensure the logical sequencing of the content to be presented and select training techniques that will fulfill the specific learning objectives of the event.
11. Be familiar with all the materials that will be used during the session, ensuring their appropriateness for the particular group and issue under discussion.
12. Maintain good communication and coordination within the team of facilitators, agreeing in advance on each person’s role and responsibilities.
During the event
1. Make good use of the physical space available.
2. Allow participants the opportunity to express their hopes for the session so that they feel as though their opinions are taken into account from the beginning. Agree upon a schedule and some basic ground rules—the need to be punctual, to listen to other people’s opinions, to be brief, to avoid excessive repetition, to respect others, and so forth. In order words, clarify expectations and the “rules of the game.”
3. Create work groups of participants that will have specific responsibilities and tasks during the event to assist the team of facilitators.
4. Before presenting content, agree on how to handle the taking of minutes. It is important to be clear about the type of minutes that are needed, who will prepare them, with what inputs, and by what date. Explain that the minutes will serve as a report to be given to the team of facilitators. They should record the interests and needs expressed by the participants, analyze any difficulties that arose, and note which techniques were most helpful and appropriate and which achieved the best results.
5. Maintain fluid communication among members of the facilitation team, and model a participatory and democratic work style characterized by mutual respect.
6. Use a variety of presentation techniques (cards, newsprint, transparencies, the blackboard, etc.) to convey information and help participants follow a sequence of topics.
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7. At the end of each step in the methodology, summarize it and highlight the main points of the discussion in order to clearly mark the end of one step and the beginning of another.
8. Make visual contact with all of the people in the group of participants. Do not direct your attention at only one person or one subgroup of people. When participants speak, they should speak to the entire group and not just to the facilitator.
9. Be creative and use appropriate new techniques to communicate with the participants. Know when to switch to a different technique (for example, after a long plenary, a serious discussion, a sad or emotional moment, or a break or meal). Varying the techniques helps keep participants energized and alert. Do not, however, go overboard and allow the techniques to distract from the content being presented or to curtail debate among the group participants on contentious issues.
10. Recognize and deal with the conflicts and disagreements that arise during the session. It is counterproductive to continue to present content when it is obvious that conflict is brewing or that feelings are not being expressed.
11. Address comments or statements made by any participant that are racist, sexist, homophobic, or otherwise offensive, by questioning underlying behaviors or attitudes instead of attacking the person. The facilitator should make every effort to create a safe and congenial environment in which all participants feel respected.
12. Maintain a high level of motivation within the group throughout the session. It is important to create a positive and friendly environment by using techniques that allow the participants to get acquainted with one another.
13. Do not be afraid to make mistakes! Group facilitation is not an exact science, but rather a trial-and-error exercise. Popular educators often say that “a person who never makes mistakes is someone who is not practicing.”
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Section Two:
Training Guides for
General Workshops
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Training Guide:
Introduction to Advocacy
What is advocacy?
Why engage in advocacy?
What are the main things to keep in mind when we do advocacy?
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