Summary and scoring of the NGOs capacity in advocacy/monitoring 01/09/08

Ref. Deliverable no. 1 of the consultancy assignment - Summary and scoring for the NGOs in advocacy/monitoring and transparency: Reviewing the relevant sections of the management questionnaires and prepare a summary and score for each NGO, as well as an overall average, that indicate their individual as well as collective capacity in the critical areas of advocacy/monitoring and transparency;

The Methodology used for the Summary and Score conception: Considering the overall objective of the consultancy assignment developing a technical assistance and training plan for the grantees of the SCSMCM Program the approach was to base the summary and the scoring on key areas of competencies in Advocacy and Monitoring. Competencies encompass a combination of knowledge, skills and behavior needed to perform a role, to conduct tasks or functions. Consequently, competencies are a relevant basis for setting training and technical assistance learning objectives, as they constitute an essential benchmark in developing organizational performance. The summary structure designed took into consideration 3 key areas of competencies in advocacy and monitoring, further detailed in specific competencies: I. Public Policies Influencing/Monitoring Competencies: 1. Organizational commitment to advocacy/monitoring processes 2. General competencies in the public policy field 3. Development of the organizations advocacy agenda/objectives 4. Competencies in influencing the public and political agenda 5. Expertise and track-record in influencing public policy change/enactment 6. Expertise and track-record in monitoring public policy implementation and evaluation of policy impact 7. Impact evaluation of the organizations advocacy/monitoring activities II. External Communication, Public Relations and Media Advocacy Competencies 1. Development of the external communication strategy to attract support in advocacy work 2. Organizations reputation within community 3. Media relations III. Inter-sectorial Partnerships and Working in Coalitions Competencies 1. Political mapping and stakeholders analysis competencies 2. Nature of relations with decision-makers, public and business sector representatives 3. Networking and working in coalitions competencies The advocacy and monitoring competencies framework was further on described in terms such that they can be measured resulting in a Advocacy/Monitoring Capacity Assessment Matrix (Appendix no. 1).
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Summary and scoring of the NGOs capacity in advocacy/monitoring 01/09/08

The questions of the management questionnaires Section G: Monitoring and Advocacy Capacity were filtered in terms of relevance for the 13 competencies listed previously and the Summary and Scoring Guidelines were designed for the individual and the overall Advocacy/Monitoring Capacity Assessment of the organizations (Appendix no. 2 and 3). The information provided by the organization was classified, for each competency, in positive indicators indicate the existence and development level of the specific competency and negative indicators indicate the non-existence of the specific competency. Where no relevant information could be identified trough out the management questionnaire the symbol N/A was introduced. Part of the questions were not relevant for just a specific competency, but were possible indicators for the overall organizational strengths and weaknesses in terms of advocacy and monitoring capacity the information found in the answers was integrated in the narrative part of each summary. Each competency is measured on a 3 development stages scale Basic, Consolidating and Advanced. In order to be consistent with the scoring rate of the management questionnaire, these 3 stages correspond to a 10-point scoring scale: 1. Basic [1-3] indicating a modest capacity in terms of the specific competency; 2. Consolidating [4-7] - indicating a good capacity in terms of the specific competency; 3. Advanced [8-10] indicating a very strong capacity in terms of the specific competency. The even number of scores corresponding to the mid-stage allows a strict distinction between the organizations with a solid advocacy and monitoring capacity and those that need considerable improvement in terms of the specific competency. Considering the scorings system, average scores are calculated for each of the 3 key areas of competencies and an overall average score that indicates the general capacity of the organization in terms of advocacy and monitoring processes. The summary and scoring methodology considers strictly the information provided by the organizations in the management questionnaires and was used to structure, summarize and assess the information contained in the answers provided. Thus, the output is highly dependent on the input quality and, unfortunately, in all cases, there are considerable information gaps for the competencies assessed. Considering the summaries developed and the competencies framework, its recommended for the next steps of the TA/T plan development process to more closely asses, through interviews and group discussions, the competencies that had no positive/negative indicators in the answers provided already. Once the levels are confirmed, all organizations can be engaged in a systematic development of their advocacy and monitoring capacity.

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Summary and scoring of the NGOs capacity in advocacy/monitoring 01/09/08

Appendix no. 1 Advocacy/Monitoring Capacity Assessment Matrix

COMPETENCY CAPACITY STAGE 1: BASIC Modest capacity needs assistance on a wide scale STAGE 2: CONSOLIDATING Good capacity, but still room for improvement Advocacy/monitoring processes are included in the projects developed and implemented by the organization. The organization has clear action plan for each advocacy/monitoring initiative. STAGE 3: ADVANCED Very strong capacity, almost no room for improvement The organization has a long term commitment to advocacy/monitoring work as a strategic priority. Advocacy unit/ responsible task-force is clearly defined in the NGOs organizational structure and adequate financial resource are allocated for advocacy/monitoring activities. The organization frequently releases expert public policy analysis in its area of activity.

I. Public Policies Influencing/Monitoring Competencies 1. Organizational Advocacy/monitoring activities are not commitment to strategized and thoroughly advocacy/monit designed/planned. In many cases not oring processes the organization initiated the advocacy/monitoring process, but it is later approached as supporter.

2. General competencies in the public policy field 3. Development of the organizations advocacy agenda/objective

The organization has a track-record of advocacy/monitoring activities, but is generally out-sourcing the technical expertise in the public policy field. The organizations advocacy agenda is determined by granting opportunities and/or by the managements decision. The constituency is generally involved only as beneficiaries of the advocacy activities.

The organization is familiar with the public policy cycle and the decisionmaking process at local and national level. Still, on specific aspects of the field, external experts are recruited. There is an interest in reaching the constituency and gathering input on their needs. Constituency needs are generally considered into the advocacy planning process.

The organization systematically seeks input from the constituency and the general public on their needs and on the advocacy issues at hand and the input gathered is decisive in the advocacy agenda setting. Appropriate systems and procedures exist to reach grassroots and to involve them in advocacy process.

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COMPETENCY CAPACITY

STAGE 1: BASIC Modest capacity needs assistance on a wide scale

STAGE 2: CONSOLIDATING Good capacity, but still room for improvement

4. Competencies in influencing the public and political agenda

The organization has poor results in pushing its advocacy issue(s) on the public and political agenda.

The organization has a track-record of successful public/political agenda setting.

STAGE 3: ADVANCED Very strong capacity, almost no room for improvement Constituency is empowered to involve in the advocacy activities implementation. The organization has a systematic approach for pushing its constituencys advocacy issues on the public and political agenda. The organization is capable of formulating a viable alternative position and plan to suggest alternative solutions for the advocacy issues addressed. The organization implements complex advocacy strategies, including development of policy papers and legislative amendments, as well as constant watchdog-ing tactics and media advocacy strategy. Advocacy/monitoring initiative are inter-linked and follow-up actions are planned for advocacy/monitoring activities. The organization is constantly monitoring the public policies directly connected to its field of work at different stages of the public policy cycle (formulation, decision, budgeting, enacting of

5. Expertise and track-record in influencing public policy change / enactment

The organization provides information, education and awareness creation among its constituency, the general public and the decision makers on the advocacy issue and the policy changes promoted.

The organization has several advocacy strategies in place cooperation but also confrontation tactics are enabled for influencing the decision-makers and obtaining the policy change promoted.

6. Expertise and track-record in monitoring public policy implementation and evaluation

Monitoring activities are random and not very complex.

On specific issues, the organization is actively monitoring the public policy implementation process. The organization has reaction capacity and mechanisms if abuses

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COMPETENCY CAPACITY of policy impact

STAGE 1: BASIC Modest capacity needs assistance on a wide scale

STAGE 2: CONSOLIDATING Good capacity, but still room for improvement and misconducts are spotted during the monitoring process.

STAGE 3: ADVANCED Very strong capacity, almost no room for improvement implementation acts, action plan development and implementation at local and national level, impact of public policy implementation in its constituency etc.). The organization has adequate in house research and monitoring capacity - systems exist to collect, analyze, synthesize and disseminate findings. The organization is committed to watchdog-ing activities signaling any misconduct of the public administration representatives, gathering evidence and initiating corrective actions if the case juridical actions included etc. Complex M&E system exists incorporating identification of indicators and processes for advocacy program modifications. The organization incorporates and builds-up on lessons learned on a regular basis The organization is aware of its impact in terms of public policy influencing.

7. Impact evaluation of the organizations advocacy/monit oring activities

The organization is aware of the impact measurement importance, but proper mechanisms/procedures and skilled responsible are not enabled.

The organization has enabled a M&E system for its advocacy/monitoring activities and the lessons learnt are pin-pointed and generally considered in future activities.

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COMPETENCY CAPACITY

STAGE 1: BASIC Modest capacity needs assistance on a wide scale

STAGE 2: CONSOLIDATING Good capacity, but still room for improvement

STAGE 3: ADVANCED Very strong capacity, almost no room for improvement The organization has internal expertise in the field and innovative external communication strategy plus detailed action plan are developed for all identified stakeholders of the advocacy/monitoring activities. The organization's advocacy mission is understood by the public. The organizations expertise is recognized and referred to by other advocates in the community and by the decision-makers. It publishes and disseminates popular reports on advocacy/monitoring initiatives. The organization has international linkage and is known internationally. The organizations media relations strategy is integrated in all aspects of its external communication plan at both operational and strategic level. The organization develops complex media advocacy campaigns in terms of channels and approaches.

II. External Communication, Public Relations and Media Advocacy Competencies 1. Development of The organization does not have a The organization conducts diverse the external structured and time-framed external communication activities towards communication communication plan. more stakeholders. strategy to The organization builds public attract support support using mainly traditional massin advocacy media channels and its network. work 2. Organizations Organizations reputation is growing Organizations image is clearly reputation within within the areas where its activity in articulated and its known by its community concentrated. constituency and the general public. The organization is recognized as having results and expertise in its field of work, it is invited to contribute to sectorial events and initiatives.

3. Media relations

The organization conducts media campaigning and gets coverage, but is not a continuous, structured process as there are neither skilled responsibles nor a media advocacy strategy in place. The management started developing and fostering relations with journalists.

The organizations media relations are solid, but they are not included in an overall external communication strategy. The organization uses media as a means to inform the public about its advocacy work and to put pressure on the decision-makers.

The mass-media representatives The organization is well known and recognize the organizations expertise mass-media representatives

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COMPETENCY CAPACITY

STAGE 1: BASIC Modest capacity needs assistance on a wide scale

STAGE 2: CONSOLIDATING Good capacity, but still room for improvement and usually cover its activities.

STAGE 3: ADVANCED Very strong capacity, almost no room for improvement constantly approach it and solicit its expert opinions. The organization has well developed system and skilled analysts of the political climate and the targeted public-policy subsystem. The stakeholders analysis is closely considered when planning the external relations strategy. The organization is regarded as a credible and valuable partner by public sector representatives. The organization has the opportunity to engage in open and constructive dialogue with policy makers regarding its advocacy/monitoring objectives. The organization collaborates with other sectors to advocate for a conducive environment for its advocacy/monitoring work. The organization views the business sector as a funding source, develops relations and partnerships.. The organization has solid experience in national/international networks and partnerships.

III. Inter-sectorial Partnerships and Working in Coalitions Competencies 1. Political The organization runs The organization has carefully mapping and unstructured/superficial stakeholders identified the local stakeholders stakeholders analysis during the planning stage of influenced/that can influence its analysis its advocacy/monitoring initiatives. advocacy objective and collects input competencies for the stakeholders analysis.

2. Nature of relations with decisionmakers, public and business sector representatives

The relations with public administration are seen as usagainst-them and contacts are usually either avoided or consist of (polite) confrontations. Common initiatives are non-existent.

The organization is able to approach policy makers with reference to operational aspects and public policy issues. The organization has experience in some kind of common actions with public institutions or business sector representatives.

3. Networking and working in coalitions

The organization lacks working in coalition experiences, although it has been involved in some kind of

The organization has a track-record of coalition involvement on advocacy/monitoring work.

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Summary and scoring of the NGOs capacity in advocacy/monitoring 01/09/08

COMPETENCY

STAGE 1: BASIC Modest capacity needs CAPACITY assistance on a wide scale competencies punctual collaborations and appreciates the benefits of common endeavors in reaching its advocacy/monitoring objectives.

STAGE 2: CONSOLIDATING STAGE 3: ADVANCED Good capacity, but still room for Very strong capacity, almost no improvement room for improvement The organization developed long term The organization initiates coalitions partnerships and is an active member for joint advocacy activities and/or of several network in its field of work. has coalition leadership experience.

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Appendix no. 2 Advocacy/Monitoring Capacity Assessment

-Summary and Scoring GuidelinesOrganization: Overall score: Overall capacity: Summary:

Advocacy/Monitoring Capacity Assessment:

Advocacy/Monitoring Competencies Relevant Questions for the Competency Assessment Observations (Positive/Negative indicators) Score Advocacy/ Monitoring Capacity

I. Public Policies Influencing/Monitoring Competencies 8. Organizational MQG2. What commitment to types/topics/areas of advocacy/monitorin advocacy or monitoring g processes activities did your NGO implement or is interested in implementing? 9. General MQG16. Describe the competencies in the most significant advocacy public policy field activities your organization has carried out in the past two years, with an emphasis on activities which were directly linked to written reports or policy assessments you prepared 10. Development MQG1. How do you define of the organizations who your constituencies advocacy are and what their needs agenda/objectives are? 11. Competencies MQG18. How did you in influencing the ensure officials interest for public and political the monitoring reports? agenda MQG19. What
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Summary and scoring of the NGOs capacity in advocacy/monitoring 01/09/08

Advocacy/Monitoring Competencies

Relevant Questions for the Competency Assessment

Observations (Positive/Negative indicators)

Score

Advocacy/ Monitoring Capacity

arguments did you use to influence public decisionmakers? Rights-based arguments, evidencebased arguments? MQG20. How many recommendations from the monitoring report were implemented during 6 months/ one year after the report release?
12. Expertise and track-record in influencing public policy change/enactment

MQG4. What level of decision-making was targeted? MQG5. What advocacy tactics did you use (for all your advocacy activities)? MQG9. What was the impact of the advocacy activities implemented? MQG 10. Did you succeed to ensure policy change in the targeted area? MQG16. Describe the most significant advocacy activities your organization has carried out in the past two years, with an emphasis on activities which were directly linked to written reports or policy assessments you prepared

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Advocacy/Monitoring Competencies

Relevant Questions for the Competency Assessment

Observations (Positive/Negative indicators)

Score

Advocacy/ Monitoring Capacity

13. Expertise and track-record in monitoring public policy implementation and evaluation of policy impact

MQG22. Please describe how the monitoring activities could contribute to your advocacy efforts? MQG16. Describe the most significant advocacy activities your organization has carried out in the past two years, with an emphasis on activities which were directly linked to written reports or policy assessments you prepared MQG 17. Did you use monitoring activities in your work? MQG20. How many recommendations from the monitoring report were implemented during 6 months/ one year after the report release? MQG22. Please describe how the monitoring activities could contribute to your advocacy efforts? MQG13. How did you measure success of the advocacy activities implemented? MQG20. How many recommendations from the monitoring report were implemented during 6 months/ one year after the report release?

14. Impact evaluation of the organizations advocacy/monitorin g activities

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Advocacy/Monitoring Competencies

Relevant Questions for the Competency Assessment

Observations (Positive/Negative indicators)

Score

Advocacy/ Monitoring Capacity

II. External Communication, Public Relations and Media Advocacy Competencies 4. Development of N/A the external communication strategy to attract support in advocacy work 5. Organizations MQG 12. How would reputation within you describe the success community of your advocacy activities? 6. Media relations MQG21. How many media outlets published about the Advocacy / Monitoring activities carried out by your NGO? III. Inter-sectorial Partnerships and Working in Coalitions Competencies 4. Political mapping N/A and stakeholders analysis competencies 5. Nature of relations with decisionmakers, public and business sector representatives

MQG8. Who provided you with the necessary financial resources?

MQG18. How did you ensure officials interest for the monitoring reports? 6. Networking and MQG3. Did you work working in coalitions alone or in coalition? If in competencies coalition what role did you play?

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Summary and scoring of the NGOs capacity in advocacy/monitoring 01/09/08

Appendix no. 3 Overall Advocacy/Monitoring Capacity -Summary and Scoring GuidelinesSummary:

Advocacy/Monitoring Competencies

Organizations in Development Stage 1: BASIC

Organizations in Development Stage 2: CONSOLIDATING

Organizations in Development Stage 3: ADVANCED

Average Score and Development Stage

I. Public Policies Influencing/Monitoring Competencies

15. Organizationa l commitment to advocacy/monitoring processes 16. General competencies in the public policy field 17. Development of the organizations advocacy agenda/objectives 18. Competencie s in influencing the public and political agenda 19. Expertise and track-record in influencing public policy change/enactment

20. Expertise and track-record in monitoring public policy implementation and evaluation of policy impact 21. Impact evaluation of the organizations advocacy/monitoring activities

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Advocacy/Monitoring Competencies

Organizations in Organizations in Development Development Stage 2: Stage 3: CONSOLIDATING ADVANCED II. External Communication, Public Relations and Media Advocacy Competencies 7. Development of the external communication strategy to attract support in advocacy work 8. Organizations reputation within community 9. Media relations Organizations in Development Stage 1: BASIC III. Inter-sectorial Partnerships and Working in Coalitions Competencies 7. Political mapping and stakeholders analysis competencies 8. Nature of relations with decision-makers, public and business sector representatives 9. Networking and working in coalitions competencies

Average Score and Development Stage

Overall Advocacy/Monitoring Capacity

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