6.iii: Strategic Advocacy
Identifying and achieving targets Other Information:
TI will emphasise the strategic aspect of our advocacy efforts. We will take a proactive approach to setting and achieving
advocacy goals. Given our accumulated knowledge in the anti-corruption field, our base of contacts around the world, and our
capacity to mobilise broad-based commitment to the fight against corruption, the TI movement is now well-placed to make its
advocacy work increasingly strategic in nature. This means identifying and tackling our advocacy targets with pro-active planning,
the capacity to capture and measure impact and outcomes, and a clear definition of success in our work. In so doing, TI will
continue its success as an advocacy organisation, at global, national and regional levels. From the entry into force of the
UNCAC, OECD as well as regional conventions to the carrying out of integrity pacts to the establishment of Advocacy and Legal
Advice Centres (ALACs), TI’s advocacy has achieved considerable results and paved the way for many follow-on efforts. By moving
towards advocacy that is strategic in nature, we will not undermine the flexibility and capacity to respond quickly that exists
in our movement. These will always be required. However, with a strategic advocacy approach, the TI movement will be better
equipped to plan, carry out and assess its work, based on an explicit set of goals. Strategising for success in our advocacy
work will increase the sustainability of our work. It will provide the clear targets and results that will serve us and our
stakeholders and it will enable a stronger basis for engaging with the public at large, who may yet need to be convinced that
such efforts can make a difference.
Indicator(s):
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