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
 Planning Hierarchy
Level 1: broadest level of
planning which sets strategic
Nation direction for 3 – 5 years
wide
Level 2: regional or provincial
Regional or planning (within central office)
provincial
Level 3: operational focused
Service facility Unit planning. Also called business
or operational plan
Individual Level 4: (individual) refers
to personal performance
 Dynamic Planning Model
Five recurring steps:
Scanning to identify trends
Scan Scan Planning to develop an agreed
strategic direction
Review Review
Plan Plan Implementing by allocating
resources, developing structures
Monitor Monitor and procedures
Implement Implement Monitoring regularly in
achieving stated goals

One year 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
Strategy Development
Research •Coalition building
•Networking
•Institution building
Issues/ Goals/ •Sensitization
Problems Objectives •Etc.

Implemen Pre-testing &

Outcomes Outputs
tation Piloting
Impact Monitoring
Evaluation
 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
 Environmental Scanning
1. Collecting Data
- Policy
- KAP
- Consultation
- Demographic

2. Analysis
- SWOT
- Issue analysis

3. Identify key issues

 Issue selection framework
Score
Criteria for selecting issues 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
Recommended
Description of
Reason for Who is affected tentative
priority
choosing this by the this solution in
problem and its
problem problem terms of
causes
advocacy
Example
- Advocacy for
Adolescent The entire
High teenage policy on sexuality
RH survey teenage education in
pregnancy
shows that population in schools and
due to lack of workplaces
teenage the country
awareness, - Advocacy for
pregnancy specially allocation of
lack of
has increased those living in resources for youth
counseling clinics to provide
by 10 percent the urban
services and counseling services
over the past areas and contraceptive
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
Sub-groups
categories
Decision
makers
Partners
Resistant
groups
Information to be collected about the stakeholders
Knowledge 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
 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
Size & Potential Obstacles
Stakehol Knowledge &
Sub- location of impact on and how
der attitude on advocacy to deal
groups of the
category RH-BS issues efforts with them
groups
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 Message for Message for

decision partners and resistant
makers allies groups
 Developing core advocacy
messages
Stakeholder/
Issue/
audience Message style Advocacy message
problem
group
 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
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

Pressuring
Sensitizing Debating
Negotiating Dialoguing
Petitioning Mobilizing
Media
Lobbying techniques
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

Stakeholder Advocacy Advocacy M&E

Issue (sub-group)
Core messages techniques materials 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 & Time Responsible
Partners Budget
activities Frame party
 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 functions
Each provides a different type of
performance information
Both important for effective Result
Based Management (RBM)
 Monitoring versus Evaluation
Periodic
• Continuous
In-depth analysis of
• Tracks Progress
actual vs. planned
• Answers what activities achievementsAnswers
were implemented & how and why results
results achieved were achieved; future
• Self-assessment by impact
project management Internal and/or
• Alerts managers to external exercise
problems Gives 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?

Effectiveness Relevance
Efficiency Achievement of Programme continues
Results vs costs results to meet needs

Alternative Strategies Evaluation is Sustainability

Other possible concerned with Results sustained
ways of addressing after withdrawal of
results focusing
the problem external support
on

Unanticipated Results
Validity of Design Causality
Significant effects
Logical and coherent Factors affecting
of performance
performance
 Performance Measuring
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.
Phases of 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
Monitoring and Evaluation table

Objectives/ Means of
Indicators
activities verification