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It is important to remember that power mapping should not be viewed as something static, but rather as something that moves and changes. It can be affected by different political events, or by shifts in the postures of different actors, either in our favor or against us. For example, presenting a proposal to the Minister of Labor during an electoral campaign is different than doing so when elections aren’t taking place. Step 5. Do a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis In the process of planning our political advocacy action, we need to determine how well our own organization or coalition is prepared, as well as the atmosphere in which we are going to be working. To do this, we use the well-known SWOT methodology (Strengths, Weaknesses, Opportunities and Threats). Using the SWOT, we can look inward at our own organization or coalition (in the case that various organizations have come together to carry out an advocacy campaign) to analyze both our strengths and weaknesses. We can also use the SWOT to look outward, to determine which are the opportunities and threats that are present in the setting where we will be working. We need to be as rigorous and objective as possible in analyzing our own organization. This process also includes seeking solutions to any weaknesses that are detected, in order to improve our position. 1) Strengths and Weaknesses A. Self-analysis. The first step is reviewing the internal strengths and weaknesses of our group or coalition. This analysis should consider the following: a. The organization of the group or coalition, in terms of its: • Legitimacy and representativeness. 72
• Coverage (the number of members, their racial/ethnic and gender make-up, and their geographic distribution). • Quality of leadership. • Capacity to gather people together and mobilize the grassroots. • Equity in participation and the decision-making authority of men and women, and of different ethnic groups. • Levels of consensus and clarity of vision and mission. • Possibilities for building alliances and coalitions. b. Relationships of the group or coalition with: • State institutions. • Other groups or sectors of civil society. • Media outlets. • Influential people and opinion makers. c. The capacities of the group or coalition to: • Conduct research. • Manage information about the issue in question and about the way the state functions. • Do strategic and operational planning. • Lobby and negotiate. • Do press work. • Do internal monitoring and evaluation. d. Resources of the group or coalition: • Human • Material • Economic • Technical 73
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A Basic Manual for Inclusive Develo
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A Basic Manual for Inclusive Develo
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5. The interdependence of rights of
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CONTENTS CHAPTER VI: POLITICAL ADVO
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The manual’s content is organized
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Chapter I “From patient to citize
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According to this traditional parad
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Finally, there is no question that
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- Affirmative action as a means to
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Integration is associated with the
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Chapter II What are human rights? C
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We are not going to enumerate the e
Page 26 and 27: hese denominations indicate that so
Page 28 and 29: It is important to distinguish the
Page 30 and 31: We are here to serve everyone. - If
Page 32 and 33: The development of a human rights p
Page 34 and 35: Chapter III Exclusion, Inclusion an
Page 36 and 37: THERE IS HARDLY MONEY FOR FOOD; THE
Page 38 and 39: (1) No one understands someone’s
Page 40 and 41: Everything written in the right col
Page 42 and 43: 2) Generally, family members with a
Page 44 and 45: Evaluation III Questions for evalua
Page 46 and 47: In other words, only a little goes
Page 48 and 49: exclusion confronted by people with
Page 50 and 51: Here, the search for inclusive deve
Page 52 and 53: 2) Crosscutting and inclusive actio
Page 54 and 55: 5. How can the vicious circle be br
Page 56 and 57: 7. Instruments and spaces for inclu
Page 58 and 59: Thus, we should be interested in th
Page 60 and 61: Evaluation IV Questions for evaluat
Page 62 and 63: action as a way of promoting effect
Page 64 and 65: - The institutional actor (who rece
Page 66 and 67: Here, we are going to talk about a
Page 68 and 69: Thus, we may conclude that the main
Page 70 and 71: Analyze the causes and consequences
Page 72 and 73: This same process can also be carri
Page 74 and 75: When organizations of disabled pers
Page 78 and 79: B. Conclusions of the self-analysis
Page 80 and 81: Step 6. Design advocacy strategies
Page 82 and 83: B) Organizing. This work serves to
Page 84 and 85: It is important to remember when pl
Page 86 and 87: Strategy Usefulness How to do it Pr
Page 88 and 89: • Consultation with member organi
Page 90 and 91: The plan should specify each activi
Page 92 and 93: Activity Desired outcome Indicators
Page 94 and 95: C. Education-sensitivity raising Ac
Page 96 and 97: Step 8. Continuous evaluation Evalu
Page 98 and 99: e done at regular intervals—month
Page 100 and 101: Evaluation V Questions for evaluati
Page 102 and 103: The earliest public policy analysts
Page 104 and 105: . How are public policies made? The
Page 106 and 107: To participate in public decision-m
Page 108 and 109: Government proposed policy to comba
Page 110 and 111: • Study the laws and regulations
Page 112 and 113: BIBLIOGRAPHY: - Astorga Gatjens, Lu
Page 114: BUILDING CAPACI- TIES TO ADVANCE OU
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in English - Handicap International

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