Count the number of strategic advocacy and influencing opportunities with decision makers utilised. In the narrative, briefly describe each of these strategic advocacy and influencing opportunities with decision makers. Where possible, explain why the opportunity was significant and what the outcome was - for example, did the decision maker 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.
You should only count ‘strategic’ opportunities utilised. By 'strategic', we mean opportunities that have the potential to result in meaningful progress towards the achievement of your advocacy objectives. You do not need to count every single meeting or email exchange that took place.
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 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.
Where possible, state in the short narrative description for each ‘strategic opportunity’ which of Tearfund’s corporate priorities of “Environmental and Economic Sustainability”, “Church and Community Transformation”, “Reconciled, Peace-filled Societies” and/or “Crisis to Resilience” it contributes to.
Examples of influencing strategic decision makers activities could include:
Lobbying:
- Influence changes in national or local government policies and practices.
- Support partners, colleagues, churches and communities to influence changes in national or local government policies and practices.
- Amplify the voices of partners, colleagues, churches and communities by bringing their causes and issues before global and regional decision makers.
- Amplify the voices of partners, colleagues, churches and communities, who are impacted by humanitarian crises, before the UK government or another overseas government that has the potential to make decisions that will positively benefit their local or national context.
Relationship Building:
- Advocate as part of strategic coalitions, including in strategic leadership roles.
- Build and influence relationships with strategic advocacy stakeholders, government donors and peer agencies.
Convening Spaces for Advocacy:
- Enable church denominations, church mother bodies and peer agencies to collaborate on joint national advocacy.
- Enable public policy makers to meet with partners and colleagues.
- Facilitate forums for church denominations to create joint public policy position statements on issues of national interest.
Conference Platforms:
- Attend and speak at strategic conferences being attended by influential decision makers.
