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Advocacy
Strategy
Planning
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.
Outputs
Outcomes Pre-testing &
Piloting
Implemen
tation
Impact
Evaluation
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 issues Score
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
Adolescent
RH survey
shows that
teenage
pregnancy
has increased
by 10 percent
over the past
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 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
Stakehol
der
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 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
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
Issue
Stakeholder
(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 functions
Each provides a different type of
performance information
Both 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
Periodic
In-depth analysis of
actual vs. planned
achievementsAnswers
how and why results
were achieved; future
impact
Internal and/or
external exercise
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?
Evaluation is
concerned with
results focusing
on
Effectiveness
Achievement of
results
Relevance
Programme continues
to meet needs
Sustainability
Results sustained
after withdrawal of
external support
Unanticipated Results
Significant effects
of performance
Causality
Factors affecting
performance
Validity of Design
Logical and coherent
Efficiency
Results vs costs
Alternative Strategies
Other 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
Indicators
Means of
verification

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6. advocacy campaign.ppt

  • 2. 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
  • 3. 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
  • 4. 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
  • 5. 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.
  • 6. Advocacy Strategic Planning Model Research Issues/ Problems Goals/ Objectives Strategy Development •Coalition building •Networking •Institution building •Sensitization •Etc. Outputs Outcomes Pre-testing & Piloting Implemen tation Impact Evaluation Monitoring
  • 7. 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
  • 8. 1. Collecting Data - Policy - KAP - Consultation - Demographic Environmental Scanning 2. Analysis - SWOT - Issue analysis 3. Identify key issues
  • 9. Issue selection framework Criteria for selecting issues Score 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
  • 10. 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 Adolescent RH survey shows that teenage pregnancy has increased by 10 percent over the past 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
  • 11. 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
  • 12. Identification and analysis of stakeholders Stakeholder categories Sub-groups Decision makers Partners Resistant groups
  • 13. 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
  • 14. 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
  • 15. 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?
  • 16. Stakeholder analysis matrix Stakehol der 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
  • 17. 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
  • 18. Developing advocacy Objectives S = Specific M = Measurable A = Attainable R = Result-oriented T = Time bound
  • 19. 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
  • 20. 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
  • 21. 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
  • 22. 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
  • 24. 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
  • 25. Key elements of advocacy strategy Advocacy approaches Advocacy techniques Advocacy messages and materials
  • 26. Key approaches used in advocacy • Involving leaders • Working with mass media • Building partnership • Mobilizing the community groups • Capacity building
  • 28. Message formats for media •Press release •Press conference •Fact sheets/ background sheets •Press kit/media packets •Editorials •Letters to editor
  • 29. Features of a story that attracts media •Controversial •Sensational •New discoveries •Highly visual •Fast moving •Unusual and odd events
  • 30. 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
  • 31. Advocacy materials Print materials Fact sheets, hand outs, leaflets, booklets Pictures & audio-visual materials Still pictures, slide sets, video documentaries
  • 32. Advocacy strategy development matrix Issue Stakeholder (sub-group) Core messages Advocacy techniques Advocacy materials M&E indicators
  • 33. 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
  • 34. 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
  • 35. Mechanisms for Implementation of Advocacy •A mechanism for co-ordination •Coalitions and networking •Institutions to deliver technical products •Effective partnership
  • 36. Advocacy action plan matrix Objectives & activities Time Frame Responsible party Partners Budget
  • 37. 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
  • 38. 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)
  • 39. Monitoring versus Evaluation • Continuous • Tracks Progress • Answers what activities were implemented & results achieved • Self-assessment by project management • Alerts managers to problems Periodic In-depth analysis of actual vs. planned achievementsAnswers how and why results were achieved; future impact Internal and/or external exercise Gives managers strategy and policy options
  • 40. 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?
  • 41. 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
  • 42. What do We Evaluate? Evaluation is concerned with results focusing on Effectiveness Achievement of results Relevance Programme continues to meet needs Sustainability Results sustained after withdrawal of external support Unanticipated Results Significant effects of performance Causality Factors affecting performance Validity of Design Logical and coherent Efficiency Results vs costs Alternative Strategies Other possible ways of addressing the problem
  • 43. 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
  • 44.  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
  • 45. Monitoring and Evaluation table Objectives/ activities Indicators Means of verification