Post on 14-Dec-2015
Advocacy Strategy
Planning
N. Assifi
UNFPA/CST, Bangkok
What is a Plan?Planning is decision making about
future activities.
Mission or purpose statement
A strategic vision for future
Operating philosophy
Key elements of a plan: Goal Strategies Action steps Performance indicators
Nation wide
Regional or provincial
Service facility Unit
Individual
Planning Hierarchy
Level 1: broadest level of planning which sets strategic direction for 3 – 5 years
Level 2: regional or provincial planning (within central office)
Level 3: operational focused planning. Also called business or operational plan
Level 4: (individual) refers to personal performance
Dynamic Planning Model
Scan
Plan
Implement
Monitor
Review
Scan
Plan
Implement
Monitor
Review
One year
Five recurring steps:
Scanning to identify trends
Planning to develop an agreed strategic direction
Implementing by allocating resources, developing structures and procedures
Monitoring regularly in achieving stated goals
Reviewing at the end of each set period
What is Advocacy Strategy?
An advocacy strategy is a combination of approaches, techniques and messages by which the planner seeks to achieve the advocacy goals and objectives.
Advocacy Strategic Planning Model
Research
Issues/Problems
Goals/Objectives
Strategy Development•Coalition building•Networking•Institution building•Sensitization•Etc.
OutputsOutcomes Pre-testing & Piloting
Implementation
ImpactEvaluation
Monitoring
Key steps for strategy formulation
1. Identification and analysis of advocacy issues
2. Identification and analysis of stakeholders
3. Formulation of measurable objectives
4. Developing core advocacy messages
5. Developing the strategy ( approaches, techniques, messages and materials)
6. Developing advocacy action plan
7. Planning monitoring and evaluation
1. Collecting Data- Policy- KAP- Consultation- Demographic
Environmental Scanning
2. Analysis- SWOT- Issue analysis
3. Identify key issues
Issue selection framework
Criteria for selecting issuesScore
1 2 3
The issue affects many people
The issue has a significant impact on population and reproductive health programme
The issue is consistent with your organization’s mission/mandate
The issue is consistent with national population and development objectives
The issue is amenable to advocacy intervention
The issue can mobilize a large number of interested partners and other stakeholders
Total score
Define Priority Problem/issue
Description of priority
problem and its causes
Reason for choosing this
problem
Who is affected by the this problem
Recommended tentative
solution in terms of advocacy
Example
High teenage pregnancy due to lack of awareness, lack of counseling services and contraceptive supplies
Adolescent RH survey shows that teenage pregnancy has increased by 10 percent over the past three years
The entire teenage population in the country specially those living in the urban areas
- Advocacy for policy on sexuality education in schools and workplaces
- Advocacy for allocation of resources for youth clinics to provide counseling services and contraceptive
Key steps for strategy formulation
1. Identification and analysis of advocacy issues
2. Identification and analysis of stakeholders
3. Formulation of measurable objectives
4. Developing core advocacy messages
5. Developing the strategy ( approaches, techniques, messages and materials)
6. Developing advocacy action plan
7. Planning monitoring and evaluation
Identification and analysis of stakeholders
Stakeholder categories
Sub-groups
Decision makers
Partners
Resistant groups
Information to be collected about the stakeholdersKnowledge about the International Conference on
Population and Development and its Programme of Action
Knowledge about the Reproductive Health and Birth spacing programme in the country
Understanding of the inter-relationship between the population growth and distribution etc. and the country's development issues
Understanding of reproductive health and its elements
Understanding of and commitment to addressing the issues of women's empowerment, equity and equality, education, employment etc.
Level of understanding and belief in men's participation in reproductive health and birth spacing
Information to be…Understanding of the need to develop and implement
programmes aimed at reproductive health of adolescent and youth
The extend and level of involvement of the respondent in the previous RH or birth spacing programmes
Has the respondent publicly supported the RH - BS programme in the past?
Has the respondent tried to access financial and human resources for the implementation of the RH- BS programmes?
Has the respondent spoken to others about the RH-SP programmes and their benefits?
Has the respondent spoken/written in support of RH-BS in mass media?
Has the respondent visited RH – BS projects/activities at the community level?
Information to be… Has the respondent spoken with the community about RH-BS
programme?
Where does the respondent get his/her information about the health and reproductive health issues?
How often does the respondent read newspaper or magazine, what type of newspaper or magazine and which pages/articles?
When and how often does the respondent listen to the radio? What types of programmes?
When and how often does the respondent watch television? What types of programmes?
Is the respondent interested and willing to participate in seminars/meetings on the issues of women's empowerment, RH, BS, etc?
Is the respondent interested and willing to promote the issues of women's empowerment, RH and BS issues?
Stakeholder analysis matrix
Stakeholder
category
Sub-groups
Size & location of
of the groups
Knowledge & attitude on
RH-BS issues
Potential impact on advocacy
efforts
Obstacles and how to deal
with them
Decision makers
Partners
Adversaries
Key steps for strategy formulation
1. Identification and analysis of advocacy issues
2. Identification and analysis of stakeholders
3. Formulation of measurable objectives
4. Developing core advocacy messages
5. Developing the strategy ( approaches, techniques, messages and materials)
6. Developing advocacy action plan
7. Planning monitoring and evaluation
Developing advocacy Objectives
S = Specific
M = Measurable
A = Attainable
R = Result-oriented
T = Time bound
Key steps for strategy formulation
1. Identification and analysis of advocacy issues
2. Identification and analysis of stakeholders
3. Formulation of measurable objectives
4. Developing core advocacy messages
5. Developing the strategy ( approaches, techniques, messages and materials)
6. Developing advocacy action plan
7. Planning monitoring and evaluationh
Advocacy message styles
•Emotional Vs Rational Appeals
•Positive Vs Negative Appeals
•Mass Vs Individual Appeals
•Definite Conclusion Vs Open Conclusion
•Repetitive Vs One time Appeals
Key components of Advocacy message
Key points to be addressed:
• Description of the issue/problem
• Magnitude of the issue/problem
• Adverse impact of the problem on the population or groups of population
• What the stakeholder can do to address the issue
Elements of a message
•Description of the issue/problem
•Magnitude of the issue/problem
•Adverse impact of the problem on the population or groups of population
Message for decision makers
Message for partners and
allies
Message for resistant groups
Developing core advocacy messages
Stakeholder/ audience
group
Issue/ problem
Message style Advocacy message
Key steps for strategy formulation1. Identification and analysis of advocacy issues
2. Identification and analysis of stakeholders
3. Formulation of measurable objectives
4. Developing core advocacy messages
5. Developing the strategy ( approaches, techniques, messages and materials)
6. Developing advocacy action plan
7. Planning monitoring and evaluation
Key elements of advocacy strategy
Advocacy approaches
Advocacy techniques
Advocacy messages and materials
Key approaches used in advocacy
• Involving leaders
• Working with mass media
• Building partnership
• Mobilizing the community groups
• Capacity building
Persuasion techniques
Lobbying
Petitioning
Debating
Negotiating Dialoguing
Media techniques
Sensitizing
Mobilizing
Pressuring
Message formats for media
• Press release• Press conference• Fact sheets/ background sheets
• Press kit/media packets• Editorials• Letters to editor
Features of a story that attracts media
•Controversial•Sensational•New discoveries•Highly visual•Fast moving•Unusual and odd events
How to involve media?
•Establish personal relation
•Letters, telephone calls, office calls
•Invitation to high profile events
•Orientation seminars
•In-country site visits
•Arranging interviews with high-profile people
•Regular dissemination of up-to-date information/data
Advocacy materials
Print materials
Fact sheets, hand outs, leaflets, booklets
Pictures & audio-visual materials
Still pictures, slide sets, video documentaries
Advocacy strategy development matrix
IssueStakeholder (sub-group) Core messages
Advocacy techniques
Advocacy materials
M&E indicators
Key steps for strategy formulation
1. Identification and analysis of advocacy issues
2. Identification and analysis of stakeholders
3. Formulation of measurable objectives
4. Developing core advocacy messages
5. Developing the strategy ( approaches, techniques, messages and materials)
6. Developing advocacy action plan
7. Developing monitoring and evaluation plan
Preparing advocacy action plan
• Develop the process
• The timelines
• Identify the role of those to be involved
• Role of allies and partner agencies
• Resources to be used
Mechanisms for Implementation of Advocacy
•A mechanism for co-ordination
•Coalitions and networking
•Institutions to deliver technical products
•Effective partnership
Advocacy action plan matrix
Objectives & activities
Time Frame
Responsible party
Partners Budget
Key steps for strategy formulation
1. Identification and analysis of advocacy issues
2. Identification and analysis of stakeholders
3. Formulation of measurable objectives
4. Developing core advocacy messages
5. Developing the strategy ( approaches, techniques, messages and materials)
6. Developing advocacy action plan
7. Developing monitoring and evaluation plan
Monitoring and Evaluation
Monitoring and evaluation are
complementary functionsEach provides a different type of
performance informationBoth important for effective Result Based
Management (RBM)
Monitoring versus Evaluation
• Continuous• Tracks Progress• Answers what activities
were implemented & results achieved
• Self-assessment by project management
• Alerts managers to problems
PeriodicIn-depth analysis of actual vs. planned achievementsAnswers how and why results were achieved; future impact
Internal and/or external exerciseGives managers strategy and policy options
Types of monitoring• Monitoring of Inputs: Are project
inputs (financial, human and material resources) in line with project design, workplan and budget?
• Monitoring of Activities:Are project activities taking place according to the schedule and project design?
• Monitoring Results: Focuses on achievements of results – whether actual results are achieved as planned?
Why do we evaluate?
• To improve design and performance of an ongoing project/programme
• To make judgments about the effectiveness of a project/programme
• To generate knowledge about the best practices, lessons learned
What do We Evaluate?
Evaluation isconcerned withresults focusing
on
Evaluation isconcerned withresults focusing
on
EffectivenessAchievement of
results
EffectivenessAchievement of
results
Relevance Programme continues
to meet needs
Relevance Programme continues
to meet needs
SustainabilityResults sustained after withdrawal ofexternal support
SustainabilityResults sustained after withdrawal ofexternal support
Unanticipated Results Significant effects
of performance
Unanticipated Results Significant effects
of performance
CausalityFactors affecting
performance
CausalityFactors affecting
performance
Validity of DesignLogical and coherent
Validity of DesignLogical and coherent
EfficiencyResults vs costs
EfficiencyResults vs costs
Alternative StrategiesOther possible
ways of addressing the problem
Alternative StrategiesOther possible
ways of addressing the problem
Selecting Indicators: for measuring
implementation progress and achievement
of results.
The importance of indicator likely to
change over the project’s life cycle. At
first, emphasis is given to input and activity
indicators, while shifting later to output
and result indicators.
Performance Measuring
Formulating project objectives: defining precise and measurable statement of results to be achieved
Selecting indicators: for measuring achievements
Monitoring performance data: collecting actual data for each indicator
Reviewing and reporting performance data: analysis and reporting
Phases of Performance Measuring
Monitoring and Evaluation table
Objectives/ activities
IndicatorsMeans of
verification