105 CHAPTER 12 Advocacy Strategies In the context of this manual, advocacy may be understood as the process of strategically using information and knowledge gathered by a trial-monitoring programme to persuade or influence those in positions of power to adopt and implement policies or practices that can yield a more human rights compliant and effective justice system.155 Concretely, advocacy may take the shape of recommending or supporting a particular policy or course of action. Some OSCE trial-monitoring programmes have taken a very proactive approach to advocacy, while others have adopted a restrictive approach. This chapter covers a variety of advocacy activities that may be undertaken by trial-monitoring programmes, particularly those of a systemic nature. The largest part of this chapter is devoted to public reporting of programme findings, since this is usually the principal means of advocacy. Other means of achieving a programme’s aims, including the provision of advice and capacity-building, are also described here. In order to advocate effectively, programmes need to invest time and effort into ensuring that their work is perceived positively so it can, indeed, persuade the relevant actors to implement recommendations. In general, programme managers – rather than monitors – are responsible for advocacy activities, although monitors may also sometimes be involved. Managers should establish clear guidelines on which staff may engage in advocacy, and how. 12.1 Promoting a positive image of the trial-monitoring programme and establishing effective co-operation with the authorities Programmes are often faced with scepticism and distrust on the part of some stakeholders, especially in their early stages. This can result in valid recommendations falling on deaf ears. It is, therefore, critical for programme managers to build a positive image of their work and win the cooperation of stakeholders. Programmes are most effective when they are proactive, rather than reactive, in building a positive public image.156 An already functioning programme – as well as new programmes – may still need to convince stakeholders of its relevance and value.157 Although elaborating on specialized public relations techniques is beyond the scope of this manual, this chapter addresses some principal points of and good practices in effectively promoting the work of a programme with stakeholders. These points are premised on the understanding that a programme’s success does not rely solely on the quality of its output, but also requires the active involvement of actors over whom the programme has no direct control. 155  Translation of the term “advocacy” into local languages can be a challenge. Managers should ensure that all staff understand the concept of advocacy in the context of the programme. 156  In addition to this chapter, see also Chapter 4.2. and Chapter 9.3. 157  To a large degree, public relations principles and techniques are key to overcoming the actors’ indifference or negativity. Consequently, it may be advisable for staff of monitoring programmes to review writings and attend professional training in public relations, communications and negotiation skills. A number of systemic trial monitoring programmes have organized such events.