iBUILDING STRATEGIC ADVOCACY, NEGOTIATION & POLICY ENGAGEMENT SKILLS ADVOCACY TRAINING TOOL Building Strategic Advocacy, Negotiation & Policy Engagement Skills Eileen Nchanji1, Victor Nyamolo1, Dessalegn Ketema2, Lutomia Cosmas1, Siri Bella Ngoh3 1International Center for Tropical Agriculture (CIAT), Nairobi, Kenya 2International Centre for Tropical Agriculture (CIAT), Addis Ababa, Ethiopia 3Institute of Agricultural Research for Development (IRAD), Bambui, Cameroon ii ADVOCACY TRAINING TOOL CITATIONS: Eileen Nchanji, Victor Nyamolo, Dessalegn Ketema, Lutomia Cosmas and Siri Bella Ngoh (2026). Advocacy Training Tool: Building Strategic Advocacy, Negotiation & Policy Engagement Skills. Alliance Bioversity International and CIAT, Addis Ababa, Ethiopia. Photos © Alliance Bioversity International and CIAT DISCLAIMER: This report has not been peer reviewed. Any opinions stated herein are those of the author(s) and do not necessarily reflect the policies or opinions of the CGIAR, donors, or partners. ©2026 This publication is copyrighted by Bungu visuals. It is licensed for use under the Creative Commons Attribution 4.0 International License. To view this license, visit https://creativecommons.org/licenses/by/4.0. Unless otherwise noted, you are free to share (copy and redistribute the material in any medium or format) and adapt (remix, transform and build upon the material) for any purpose, even commercially, under the following conditions: ATTRIBUTION. This work must be attributed when used in other works, but not in any way that suggests endorsement of those works by the Alliance of Bioversity International and CIAT or the author(s) https://creativecommons.org/licenses/by/4.0 1BUILDING STRATEGIC ADVOCACY, NEGOTIATION & POLICY ENGAGEMENT SKILLS TABLE OF CONTENTS EXECUTIVE SUMMARY 2 1. INTRODUCTION AND PURPOSE 2 2. INTRODUCTION TO ADVOCACY & INCLUSIVE GOVERNANCE (1.5 HOURS) 3 Activity 2.1 Learning Objectives 3 Activity 2.2 Local Advocacy Landscape Mapping (30 minutes) 3 3: IDENTIFYING ADVOCACY ISSUES & STAKEHOLDERS (2 HOURS) 3 Activity 3.1 Learning Objectives 3 Activity 3.2 Issue Tree Exercise (45 minutes) 4 Activity 3.3 Stakeholder Mapping Exercise (45 minutes) 4 4: BUILDING AN ADVOCACY STRATEGY (2 HOURS) 4 Activity 4.1 Learning Objectives 4 Activity 4.2 Mini-Strategy Development (60 minutes) 5 5. NEGOTIATION & POLICY ENGAGEMENT (2 HOURS) 6 Activity 5.1 Learning Objectives 6 Activity 5.2 Negotiation Role Play (60 minutes) 7 6. ADVOCACY COMMUNICATION & MESSAGING (1.5 HOURS) 7 Activity 6.1 Learning Objectives 7 7. MONITORING & MEASURING ADVOCACY IMPACT (1.5 HOURS) 9 Activity 7.1 Learning Objectives 9 Activity 7.2 Indicators for Advocacy Success 9 Activity 7.3 Tracking Progress Methods 9 Activity 7.4 Monitoring Plan Development (45 minutes) 10 8. SUSTAINING ADVOCACY MOVEMENTS (1 HOUR) 10 Activity 8.1 Learning Objectives 11 Activity 8.2 Reflection Circle - Champion Commitments (30 minutes) 12 Activity 8.3 Training Implementation Guidelines 12 9. TOOLKIT MATERIALS 13 2 ADVOCACY TRAINING TOOL EXECUTIVE SUMMARY The “Building Strategic Advocacy, Negotiation & Policy Engagement Skills” training manual, developed by the Alliance of Bioversity International and CIAT, provides a comprehensive framework for empowering women leaders and entrepreneurs. This strategic tool is designed to enhance leadership capacity and influence decision- making across household, community, and market levels. The curriculum comprises seven specialized sessions focusing on root cause analysis, stakeholder power mapping, and the development of SMART advocacy plans. A key differentiator is its emphasis on interest-based negotiation—distinguishing underlying needs from public positions—to achieve “win-win” policy outcomes. Furthermore, the manual integrates evidence-based communication strategies with personal storytelling to drive systemic change. Structured for a two-day intensive or extended format, the training employs a highly participatory methodology. To ensure lasting impact, it includes a robust monitoring framework and a six-month follow-up plan centered on coaching and intergenerational mentorship. By fostering collective action and resilient alliances, this manual serves as a vital instrument for advancing inclusive governance and equitable policy engagement. Ultimately, it equips women champions with the professional skills required to navigate complex political landscapes and transform agricultural and social sectors. 1. INTRODUCTION AND PURPOSE This facilitation guide is designed to equip women leaders and entrepreneurs with practical skills and strategies to effectively advocate, negotiate, and engage in policy processes. The tool focuses on building capacity for influencing decisions and promoting inclusive governance at household, community, and market levels. Who is this tool for: • Women leaders and entrepreneurs who have influence in their communities • Women who can effectively advocate for change and mobilize others • Community champions and business owners positioned to drive policy dialogue Training Objectives: By the end of this training, participants will be able to: • Define advocacy and identify key advocacy strategies • Analyze stakeholder dynamics and power structures • Develop strategic advocacy plans with clear objectives • Apply negotiation skills in policy engagement contexts • Build effective alliances and coalitions • Monitor advocacy efforts and sustain advocacy movements Guiding Principles: • Highly participatory approach drawing on participants’ own experiences • Focus on practical, applicable skills over theoretical concepts • Emphasis on building confidence and leadership capacity • Inclusive approach that considers diverse contexts and challenges 3BUILDING STRATEGIC ADVOCACY, NEGOTIATION & POLICY ENGAGEMENT SKILLS 2. INTRODUCTION TO ADVOCACY & INCLUSIVE GOVERNANCE (1.5 HOURS) Activity 2.1. Learning Objectives Participants will understand what advocacy is and why it’s important for women and youth in promoting inclusive governance. What is Advocacy? Advocacy is the deliberate process of: • Influencing decisions that affect people’s lives • Shaping policies at community, institutional, and government levels • Amplifying voices of those who are often excluded from decision-making Key Characteristics: • Targets specific decision-makers who have power to create change • Addresses root causes of problems, not just symptoms • Uses strategic, evidence-based approaches • Builds on lived experiences and community knowledge Types of Advocacy TYPE FOCUS EXAMPLES Community-level Local leaders, traditional authorities Engaging village councils, religious leaders, community groups Institutional Organizations, businesses, cooperatives Working with SMEs, farmer associations, and women’s groups Policy Government regulations, legislation Influencing county policies, national laws, and implementation guidelines Media-based Public awareness, opinion shaping Radio campaigns, social media advocacy, and press engagement Principles of Inclusive Advocacy Participation - Ensure those affected by issues are involved in identifying solutions and taking action Representation - Advocate with communities, not just for them; ensure authentic voices are heard Equity - Address structural, cultural, and institutional barriers that create unequal power dynamics Accountability - Take responsibility for messages, actions, and their consequences on communities Activity 2.2. Local Advocacy Landscape Mapping (30 minutes) Instructions: 1. In small groups, brainstorm: “What advocacy successes or challenges have you seen locally?” 2. Identify current advocacy issues in your communities or enterprises 3. Map who currently makes decisions about these issues 4. Share examples with the larger group 3. IDENTIFYING ADVOCACY ISSUES & STAKEHOLDERS (2 HOURS) Activity 3.1. Activity 3.1 Learning Objectives Participants will be able to identify and prioritize advocacy issues using systematic analysis and stakeholder mapping techniques. Problem Identification Process Effective advocacy begins with clear problem identification. Ask these key questions: • What inequality or problem needs to change? • Who is most affected by this problem? • What are the underlying causes? • What policies or practices contribute to the problem? 4 ADVOCACY TRAINING TOOL Root Cause Analysis Use the Issue Tree approach to understand problems systematically: Problem Tree Structure: • Trunk (Core Problem): The main issue you want to address • Roots (Causes): Underlying factors that contribute to the problem ○ Structural barriers (laws, policies, institutional practices) ○ Cultural barriers (norms, traditions, beliefs) ○ Institutional barriers (organizational practices, resource allocation) • Branches (Effects): Consequences and impacts of the problem Stakeholder Mapping Identify and analyze all players who influence or are affected by your issue: STAKEHOLDER CATEGORY DEFINITION QUESTIONS TO ASK Primary Decision-makers Those with direct power to make the desired change Who has formal authority? What are their interests? Influencers Those who can affect primary decision-makers Who do decision-makers listen to? What relationships matter? Allies Individuals/groups supporting your position Who shares our concerns? What resources can they contribute? Opponents Those who may resist the change Why might they oppose? What are their main concerns? Neutral parties Those who could be persuaded either way What would motivate them to support? What information do they need? Power Analysis Framework For each stakeholder, assess: • Level of influence (High, Medium, Low) • Current position (Supportive, Neutral, Opposed) • Motivation and interests (What do they care about?) • Best approach (How should you engage them?) Activity 3.2. Issue Tree Exercise (45 minutes) Instructions: 1. Groups select one advocacy issue from Session 1 discussions 2. Draw an Issue Tree showing: ○ Core problem (trunk) ○ Root causes (underground root system) ○ Effects and consequences (branches) 3. Present trees to larger group for feedback Activity 3.3. Stakeholder Mapping Exercise (45 minutes) Instructions: 1. Using the same issue, map all relevant stakeholders 2. Place stakeholders on a grid showing Influence (High/Low) vs. Position (Support/Oppose) 3. Develop preliminary engagement strategies for key stakeholders 4. BUILDING AN ADVOCACY STRATEGY (2 HOURS) Activity 4.1. Learning Objectives Participants will develop comprehensive advocacy strategies with clear objectives, target audiences, key messages, and tactics. Setting SMART Advocacy Objectives Effective advocacy objectives are: 5BUILDING STRATEGIC ADVOCACY, NEGOTIATION & POLICY ENGAGEMENT SKILLS SMART CRITERIA DEFINITION EXAMPLE Specific Clearly defined change you want County government allocates budget for women’s cooperatives Measurable Concrete indicators of success 30% of agricultural development budget Achievable Realistic given resources/context Based on current budget size and political climate Relevant Addresses core problem identified Directly tackles women’s limited access to agricultural support Time-bound Clear timeline for achievement By March 15 Complete SMART Example: “By March 15, the Government will allocate 30% of the agricultural development budget to support women’s farming cooperatives.” Defining Target Audiences Primary Audience: The person or group with direct power to make your desired change • Examples: County Governor, Minister, CEO, Board Chair • Secondary Audiences: Those who can influence the primary audience • Examples: Advisors, media, other officials, community leaders Audience Analysis Questions For each target audience, consider: • What is their current position on your issue? • What information do they need to make a decision? • What would motivate them to support your position? • How do they prefer to receive information? • What are their main concerns or objections? Crafting Key Messages Message Structure: 1. The Problem: Brief, clear statement of the issue 2. The Solution: Specific change you want 3. The Benefit: Why this change matters to your audience 4. The Evidence: Data, examples, stories that support your case 5. The Ask: Specific action you want them to take Message Guidelines: • Keep it simple and memorable (elevator pitch length) • Use language your audience understands and relates to • Connect to values and interests important to them • Include both factual evidence and human stories • Be specific about what action you want Choosing Advocacy Tactics TACTIC CATEGORY SPECIFIC TACTICS BEST USED WHEN Dialogue One-on-one meetings, formal presentations Building relationships, sharing detailed information Campaigns Petition drives, letter-writing campaigns Demonstrating broad public support Media Engagement Press releases, interviews, opinion pieces Raising public awareness, applying pressure Coalition Building Joint statements, coordinated actions Amplifying voice, sharing resources Policy Briefs Research reports, position papers Providing technical information, expert analysis Activity 2.1. Activity 4.2 Mini-Strategy Development (60 minutes) Instructions: 1. Working in the same groups from Session 2 2. Develop a complete mini-advocacy strategy including: ○ One SMART objective 6 ADVOCACY TRAINING TOOL ○ Primary and secondary target audiences ○ Key messages for each audience ○ Three chosen tactics with rationale 3. Present strategies for group feedback 5. NEGOTIATION & POLICY ENGAGEMENT (2 HOURS) Activity 5.1. Learning Objectives Participants will understand negotiation principles and develop skills for effective policy engagement and coalition building. Understanding Negotiation in Advocacy Negotiation is a communication process aimed at reaching agreements that address your concerns while meeting the interests of decision-makers. Key Distinction: Interests vs. Positions • Positions: What people say they want (the demand) • Interests: Why they want it (underlying needs, concerns, motivations) Example: • Position: “We demand 50% of development budget for women” • Interest: “Women farmers need access to resources to increase productivity and food security” Negotiation Principles Focus on win-win outcomes - Look for solutions that address both parties’ core interests Separate the problem from the person - Attack issues, not individuals; maintain respectful relationships Use objective criteria - Base decisions on fair standards, precedents, or expert opinions Know your alternatives - Understand what you’ll do if negotiation fails (BATNA - Best Alternative to Negotiated Agreement) Persuasion Techniques Storytelling - Use personal narratives that help audiences connect emotionally with issues Evidence-based arguments - Support positions with credible data, research, and examples Coalition building - Demonstrate broad support from diverse stakeholders Framing - Present issues in ways that resonate with audience values and interests Engaging with Policy Processes Understanding how policies are made helps identify the best entry points for influence: Policy Development Stages: 1. Agenda Setting - Issues get attention from decision-makers 2. Policy Formulation - Options are developed and analyzed 3. Decision Making - Choices are made among alternatives 4. Implementation - Policies are put into practice 5. Evaluation - Results are assessed and adjustments made Entry Points for Advocacy: • Early stages: Shape what issues get attention and how they’re framed • Formulation: Provide input on policy options and their design • Decision making: Influence final choices through targeted pressure 7BUILDING STRATEGIC ADVOCACY, NEGOTIATION & POLICY ENGAGEMENT SKILLS • Implementation: Ensure policies are carried out effectively • Evaluation: Use evidence to advocate for improvements Building Alliances Working with Civil Society Organizations (CSOs), networks, private sector, and government partners amplifies advocacy impact. Benefits of Alliances: • Increased credibility and legitimacy • Shared resources and expertise • Greater reach and influence • Safety in numbers • Diverse perspectives and approaches Types of Collaborative Relationships: • Networks: Information sharing and coordination • Alliances: Formal partnerships around specific issues • Coalitions: Structured groups with shared goals and coordinated actions Activity 5.2. Negotiation Role Play (60 minutes) Scenario: Community advocates negotiating with local council on budget allocation Instructions: 1. Divide into groups: advocates, council members, observers 2. Advocates prepare using interests-based negotiation approach 3. Council members receive briefing on constraints and concerns 4. Conduct 20-minute negotiation 5. Debrief focusing on what worked and what could be improved Preparation for Policy Engagement Before Meeting with Officials: • Research their background and responsibilities • Prepare talking points and supporting materials • Bring specific examples and evidence • Have a clear ask and explanation of why it matters • Dress professionally and arrive on time During the Meeting: • Be respectful and courteous • State your issue clearly and concisely • Listen to their questions and concerns • Provide specific information they request • Follow up with written summary of key points 6. ADVOCACY COMMUNICATION & MESSAGING (1.5 HOURS) Activity 6.1. Learning Objectives Participants will learn to frame issues effectively, use data and evidence strategically, and leverage media for advocacy impact. 8 ADVOCACY TRAINING TOOL Framing Issues for Different Audiences How you present your issue affects how others understand and respond to it. Effective framing: • Connects to values your audience cares about • Shows relevance to people they represent or care about • Presents solutions that align with their interests and capabilities • Uses language and examples they can relate to Strategic Use of Data and Lived Experiences Types of Evidence: EVIDENCE TYPE WHEN MOST EFFECTIVE EXAMPLES Statistical data Demonstrating scale and trends “60% of women farmers lack access to credit” Personal stories Creating emotional connection Individual testimonies of impact Expert opinions Establishing credibility Research findings, professional endorsements Comparative examples Showing what’s possible Success stories from other regions Economic data Making business case Cost-benefit analysis, return on investment Presenting Evidence Effectively: • Choose the most compelling evidence for each audience • Make complex data simple and understandable • Use visuals when possible (charts, graphs, photos) • Balance facts with human stories • Be prepared to cite sources and methodology Leveraging Media and Social Media Working with Traditional Media: • Build relationships with journalists before you need them • Provide newsworthy information with clear angles • Be available and responsive to media requests • Prepare key messages in advance • Follow up with additional information as needed Social Media Advocacy: • Use platforms your target audiences use most • Create shareable content with clear calls to action • Engage respectfully with different viewpoints • Use strategic hashtags and tagging to increase reach • Monitor and respond to comments and messages promptly Storytelling for Impact Effective advocacy stories include: • Clear characters people can identify with • Specific details that make the story vivid and memorable • Connection to broader issues showing why individual experiences matter • Demonstration of impact or consequences of current policies • Hope or possibility for positive change through advocacy Story Structure: 1. Context: Set the scene and introduce the person 2. Challenge: Describe the problem or barrier they face 3. Impact: Show how this affects them and others 4. Connection: Link to broader policy issues 5. Solution: Present how advocacy can create change 9BUILDING STRATEGIC ADVOCACY, NEGOTIATION & POLICY ENGAGEMENT SKILLS Activity: Elevator Pitch Development Time: 45 minutes Instructions: 1. Each participant crafts a 2-minute advocacy pitch to a decision-maker 2. Include: problem statement, evidence, story, clear ask 3. Practice in pairs with feedback 4. Volunteer presentations to full group Elements to Include: • Hook (attention-grabbing opening) • Problem (clear issue statement) • Evidence (data or compelling example) • Solution (specific change requested) • Benefit (why it matters to the audience) • Ask (specific action requested) 7. MONITORING & MEASURING ADVOCACY IMPACT (1.5 HOURS) Activity 7.1. Learning Objectives Participants will understand how to track advocacy progress, measure impact, and adapt strategies based on learning. Why Monitor Advocacy Work? Monitoring advocacy efforts helps you: • Track progress toward your objectives • Learn which tactics are most effective • Identify when strategy adjustments are needed • Document impact for supporters and stakeholders • Build evidence for future advocacy efforts Activity 7.2. Indicators for Advocacy Success Activity Indicators - What you do: • Number of meetings held with decision-makers • Materials distributed (policy briefs, fact sheets) • Events organized (forums, consultations) • Media coverage generated Output Indicators - Direct results of activities: • People reached or mobilized • New relationships and partnerships built • Commitments received from decision-makers • Policy proposals developed or submitted Outcome Indicators - Changes in knowledge, attitudes, or behavior: • Increased awareness of your issue among target audiences • Shifts in public opinion or discourse • Decision-makers taking public positions • Policy discussions or debates initiated 10 ADVOCACY TRAINING TOOL Impact Indicators - Long-term changes: • Policy changes - New laws, regulations, or guidelines adopted • Increased participation - More women involved in decision-making processes • Shifts in resource allocation - Budget changes favoring your priorities Activity 7.3. Tracking Progress Methods Advocacy Logs: • Regular records of meetings, communications, and events • Key outcomes and commitments from each interaction • Changes in stakeholder positions over time Relationship Mapping Updates: • Periodic updates to stakeholder maps showing shifts in support • New allies identified and engaged • Opposition responses and counter-strategies Media Monitoring: • Collection of coverage and analysis of messaging effectiveness • Social media engagement metrics • Public discourse changes Feedback Collection: • Regular check-ins with allies, constituents, and coalition partners • Surveys or interviews with target audiences • Community feedback on advocacy approaches Adaptive Advocacy - Learning and Adjusting Effective advocacy requires ongoing learning and willingness to adjust strategies based on what you discover. Regular Reflection Questions: • What tactics are working well? Which are not achieving desired results? • How are target audiences responding to our messages and approaches? • What unexpected opportunities or challenges have emerged? • How can we improve our strategy and tactics? • What additional support or resources do we need? Strategy Adjustment Triggers: • Significant changes in political or economic context • New information about stakeholder positions or interests • Unexpected resistance or support • Resource constraints or new funding opportunities • Coalition dynamics or partner changes Activity 7.4. Monitoring Plan Development (45 minutes) Instructions: 1. Groups return to their mini-advocacy strategies from Session 3 2. Develop monitoring indicators for each level: ○ 3 activity indicators ○ 2 output indicators ○ 2 outcome indicators ○ 1 impact indicator 3. Create simple tracking methods for each indicator 4. Present monitoring plans to larger group 11BUILDING STRATEGIC ADVOCACY, NEGOTIATION & POLICY ENGAGEMENT SKILLS 8. SUSTAINING ADVOCACY MOVEMENTS (1 HOUR) Activity 8.1. Learning Objectives Participants will understand how to build resilient advocacy movements through leadership development, mentorship, and coalition sustainability. Building Resilience Against Backlash and Resistance Advocacy work often faces opposition. Building resilience involves: Individual Resilience: • Maintaining realistic expectations about timelines for change • Celebrating small wins along the way to larger goals • Building strong support networks among advocates • Taking care of personal wellbeing to avoid burnout • Learning from setbacks and using them to strengthen strategies Organizational Resilience: • Diversifying funding sources and reducing dependence on single supporters • Building broad membership with various skills and resources • Creating systems that don’t depend on individual leaders • Developing succession plans for key positions Leadership and Confidence Building Effective advocacy requires confident leaders who can: • Articulate issues clearly and persuasively to diverse audiences • Build relationships across different sectors and communities • Navigate complex political dynamics while maintaining focus on goals • Inspire and motivate others to take action and stay engaged • Adapt strategies based on changing circumstances and new information Confidence Building Strategies: • Start with smaller, achievable advocacy goals to build experience • Practice public speaking and presentation skills regularly • Develop expertise in your advocacy issues through research and learning • Build networks of supportive peers and mentors • Reflect on successes and lessons learned from challenges Mentorship and Intergenerational Learning Sustainable advocacy movements require developing new leaders and sharing knowledge across generations of advocates. Women ↔ Youth Mentorship Models: • Experienced women sharing advocacy knowledge and networks with younger advocates • Youth bringing fresh perspectives, energy, and new communication strategies • Peer mentoring among advocates at similar experience levels • Cross-generational teams working together on advocacy initiatives Mentorship Activities: • Pairing experienced advocates with newer ones for ongoing guidance • Creating opportunities for skill-sharing workshops and learning exchanges • Rotating leadership responsibilities to build capacity across the group • Documenting lessons learned and successful strategies for future advocates 12 ADVOCACY TRAINING TOOL Creating Sustainability Plans for Advocacy Movements Movement Sustainability Elements: • Clear mission and values that inspire continued engagement • Diverse leadership representing different communities and perspectives • Multiple funding sources and resource mobilization strategies • Strong networks and alliances with other organizations and movements • Institutional memory through documentation and knowledge systems Coalition Sustainability: • Regular evaluation of coalition goals and member satisfaction • Flexible structures that can adapt to changing member needs • Fair distribution of responsibilities and recognition among partners • Clear conflict resolution processes for managing disagreements • Celebration of collective achievements and individual contributions Activity 8.2. Reflection Circle - Champion Commitments (30 minutes) Instructions: 1. Participants sit in a circle for final reflection 2. Each person shares: ○ One key learning from the training ○ One specific advocacy commitment they will carry forward ○ One way they will support other women in advocacy work 3. Group discusses how to maintain connections and mutual support Commitment Areas: • Personal advocacy goals for the next 6 months • Mentorship relationships to establish or maintain • Coalition or alliance building activities • Skills development priorities • Resource sharing or support for other advocates Activity 8.3. Training Implementation Guidelines Target Group Selection This training is designed for women leaders and entrepreneurs who meet these criteria: ESSENTIAL CRITERIA DESIRABLE CRITERIA Already have influence in communities/organizations Previous advocacy experience Motivated to advocate for change Leadership roles in women’s groups Can commit time to follow-up activities Business or professional networks Have potential to mentor others Communication or public speaking skills Important Note: As emphasized in the transcript, this advocacy work requires careful selection of participants who can actually influence others and effectively advocate for change. Training Format Options Recommended: Two-Day Intensive Training • Day 1: Sessions 1-4 (foundations through negotiation) • Day 2: Sessions 5-7 (communication through sustainability) Alternative: Extended Format • Week 1: Sessions 1-2 (foundations and issue identification) • Week 2: Sessions 3-4 (strategy and negotiation) • Week 3: Sessions 5-7 (communication, monitoring, sustainability) 13BUILDING STRATEGIC ADVOCACY, NEGOTIATION & POLICY ENGAGEMENT SKILLS Logistical Requirements Group Size: 12-15 participants (optimal for participatory activities) Materials Needed: • Flipchart paper and markers for group work • Printed templates and handouts • Name tags and folders for participants • Projector for presentations (if available) Space Requirements: • Room for small group work and movement • Wall space for posting flipchart sheets • Arrangement that allows circle discussions Follow-Up Support Framework Immediate Follow-up (1 month): • Individual coaching calls with participants • WhatsApp group establishment for ongoing communication • Resource sharing and question answering Medium-term Support (2 months): • Peer advocacy network meetings • Progress check-ins on advocacy commitments • Additional skill-building workshops as needed Long-term Sustainability (6 months): • Regular coaching and mentorship sessions • Coalition building support • Documentation of successes and lessons learned 9. TOOLKIT MATERIALS Template 1: Issue & Stakeholder Mapping Issue Analysis Section: • Problem Statement: ____________________ • Root Causes: ________________________ • Affected Groups: ____________________ • Current Policies/Practices: ____________ Stakeholder Mapping Grid: STAKEHOLDER INFLUENCE LEVEL CURRENT POSITION KEY INTERESTS ENGAGEMENT STRATEGY High/Med/Low Support/Neutral/Oppose High/Med/Low Support/Neutral/Oppose High/Med/Low Support/Neutral/Oppose 14 ADVOCACY TRAINING TOOL Template 2: Advocacy Strategy Matrix Advocacy Objective (SMART): _________________________ TARGET AUDIENCE KEY MESSAGES TACTICS TIMELINE RESOURCES NEEDED Primary: 1. 2. 3. Secondary: 1. 2. 3. Template 3: Negotiation Preparation Checklist Pre-Meeting Preparation: ) Research participant backgrounds and roles ) Identify our core interests (not just positions) ) Anticipate their likely interests and concerns ) Prepare supporting evidence and examples ) Define our BATNA (best alternative if negotiation fails) ) Practice key messages and responses Meeting Materials: ) Agenda or talking points ) Supporting documents or data ) Contact information for follow-up ) Note-taking materials Post-Meeting Actions: ) Send follow-up summary within 24 hours ) Complete agreed-upon actions ) Schedule next steps if applicable. ) Update stakeholder mapping and strategy Template 4: Advocacy Monitoring Framework Activity Tracking: MONTH MEETINGS HELD MATERIALS DISTRIBUTED MEDIA CONTACTS EVENTS ORGANIZED Month 1 Month 2 Month 3 Outcome Tracking: INDICATOR BASELINE MONTH 1 MONTH 2 MONTH 3 TARGET Stakeholder support Media mentions Policy discussions Learning Questions: • What’s working well in our strategy? • What challenges have we encountered? • How have stakeholder positions changed? • What adjustments should we make? Template 5: Storytelling & Messaging Guide Story Development Framework: 1. Character: Who is the person affected? 2. Context: What situation are they in? 15BUILDING STRATEGIC ADVOCACY, NEGOTIATION & POLICY ENGAGEMENT SKILLS 3. Challenge: What problem do they face? 4. Impact: How does this affect them and others? 5. Connection: How does this relate to policy issues? 6. Solution: What change would help? Message Testing Questions: • Is it clear and easy to understand? • Does it connect to audience values? • Is it memorable and compelling? • Does it include a specific ask? • Is it supported by credible evidence? Monitoring and Evaluation Framework Training Evaluation Immediate Assessment (End of Training): • Participant satisfaction with content and facilitation methods • Self-assessed confidence in advocacy skills (pre/post comparison) • Specific commitments for applying learning • Feedback on training design and materials Short-term Follow-up (3 months): • Advocacy activities undertaken by participants • Challenges encountered and support needs • Progress on individual commitments made during training • Utilization of training materials and tools Medium-term Impact (6 months): • Policy changes or improvements achieved through participant advocacy • New relationships and alliances built • Leadership development and mentorship activities initiated • Sustainability of advocacy efforts and coalition building Success Indicators Individual Level: • Number of participants who initiate advocacy activities within 3 months • Self-reported confidence increases in advocacy skills • Documentation of advocacy meetings and engagements • Mentorship relationships established Organizational/Community Level: • Policy changes or commitments achieved by participants • New coalitions or alliances formed around advocacy issues • Increased women’s participation in decision-making processes • Sustained advocacy efforts beyond initial training period Systemic Level: • Changes in resource allocation toward women’s priorities • Improved responsiveness of institutions to women’s concerns • Replication of advocacy approaches in other communities • Integration of advocacy skills in ongoing programs and initiatives 16 ADVOCACY TRAINING TOOL CONTACT INFORMATION: For questions about this report, please contact: Eileen Nchanji Gender Inclusion Expert, Alliance of Bioversity & CIAT E.Nchanji@cgiar.org Lutomia Kweyu Alliance of Bioversity & CIAT C.Lutomia@cgiar.org Ketema Dessalegn Alliance of Bioversity & CIAT D.Ketema@cgiar.org