Indicator’s Wording
Indicator’s Purpose
Comment collecter et analyser les données nécessaires
Count the number of strategic advocacy and influencing opportunities with decision makers and opinion formers utilised. In the narrative, briefly describe each of these strategic advocacy and influencing opportunities with decision makers or opinion formers. Where possible, explain why the opportunity was significant and what the outcome was - for example, did the decision maker or opinion former take a step forward on the policy issue being raised? You can count the strategic opportunity even if no positive outcome has resulted yet. In that case, it may be helpful to state that in the narrative too.
A ‘decision maker’ is someone who is able to approve and/or implement the public policy or practice change you are seeking to influence. This could be a politician or policy maker, or someone with a formal position in a business or institution, such as the World Bank or United Nations.
An ‘opinion former’ is an influential stakeholder who is able to shape or have a significant influence on the policy, practice, research agenda, public opinion or discourse around the issues you are advocating on in your context, for example through their position in politics, the media, the church, business, third sector.
A ‘step forward’ is a shift in the position or actions of a decision maker or opinion former, that helps increase the political space for the actions we want, as a result of our influence. For example, a government consults on whether to adopt a particular policy, or an opinion former publicly supports our advocacy position. Our advocacy work has not yet resulted in a public policy or practice change, but the step forward indicates that we have made progress.
Vous ne devez compter que les opportunités "stratégiques" utilisées. Par "stratégiques", nous entendons les opportunités qui ont le potentiel de déboucher sur des progrès significatifs dans la réalisation de vos objectifs de plaidoyer. Il n'est pas nécessaire de compter chaque réunion ou échange de courriels qui a eu lieu.
In some cases, the 'strategic opportunity' may consist of a series of smaller engagements that together have the potential to result in progress towards a particular policy or practice change. For example, a series of roundtable discussions with a decision maker or opinion former about a particular policy issue. You should generally count this as one single advocacy and influencing opportunity, unless each separate discussion resulted in a significant step forward by the decision maker or opinion former.
Dans la mesure du possible, indiquez dans la brève description narrative de chaque " opportunité stratégique " à quelle priorité d'entreprise de Tearfund " Durabilité environnementale et économique ", "transformation de l'Église et de la communauté", " Sociétés réconciliées et pacifiées " et/ou " De la crise à la résilience " elle contribue.
Examples of influencing strategic decision makers’ and important opinion formers’ activities could include:
Lobbying:
- Influencer les changements dans les politiques et les pratiques des gouvernements nationaux ou locaux.
- Soutenir les partenaires, les collègues, les églises et les communautés afin d'influencer les changements dans les politiques et les pratiques des gouvernements nationaux ou locaux.
- Amplifier la voix des partenaires, des collègues, des églises et des communautés en portant leurs causes et leurs problèmes devant les décideurs mondiaux et régionaux.
- Amplifier la voix des partenaires, des collègues, des églises et des communautés, qui sont touchés par les crises humanitaires, devant le gouvernement britannique ou un autre gouvernement étranger qui a le potentiel de prendre des décisions qui bénéficieront positivement à leur contexte local ou national.
Relationship Building:
- Plaider dans le cadre de coalitions stratégiques, y compris dans des rôles de direction stratégique.
- Établir et influencer les relations avec les parties prenantes stratégiques du plaidoyer, les donateurs gouvernementaux et les agences homologues.
- Strengthening new and existing relationships with like minded coalitions, partners and allies.
Convoquer des espaces pour le plaidoyer :
- Permettre aux confessions religieuses, aux organismes mères ecclésiastiques et aux agences homologues de collaborer à un plaidoyer national commun.
- Permettre aux décideurs publics de rencontrer des partenaires et des collègues.
- Faciliter les forums permettant aux confessions religieuses de créer des prises de position communes sur des questions d'intérêt national.
Conference Platforms:
- Attend and speak at strategic conferences being attended by influential decision makers and opinion formers.
Type de ventilation
This indicator does not tend to be disaggregated. You may wish to disaggregate by 'new' and 'existing' contacts, or by the type of decision makers and opinion formers (for example, their position or level of seniority), the type of engagement, and other criteria relevant to the context and focus of the intervention, but only if this is useful for your own monitoring, evaluation and learning purposes.
Commentaires importants
This indicator seeks to capture a broad range of advocacy and influencing opportunities, provided they are 'strategic', that is, have the potential for meaningful steps forward by the decision maker or opinion former. Do not count every single engagement with a decision maker, only the ones that are ‘strategic’.
An advocacy and influencing opportunity can be in the form of, for example, a meeting, an event you have hosted or attended where you were able to use your voice / influence, an email exchange, or a written submission such as a report / briefing / letter.