Advocacy Strategy Planning N. Assifi UNFPA/CST, Bangkok.

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

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

Developing advocacy Objectives

S = Specific

M = Measurable

A = Attainable

R = Result-oriented

T = Time bound








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







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








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








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

Advocacy Strategy Planning N. Assifi UNFPA/CST, Bangkok.

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