1 / 45

Advocacy Strategy Planning

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

terrene
Télécharger la présentation

Advocacy Strategy Planning

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

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

  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. Planning Hierarchy Level 1: broadest level of planning which sets strategic direction for 3 – 5 years Nation wide Level 2: regional or provincial planning (within central office) Regional or provincial Level 3: operational focused planning. Also called business or operational plan Service facility Unit Individual Level 4: (individual) refers to personal performance

  4. Dynamic Planning Model Five recurring steps: Scanning to identify trends Planning to develop an agreed strategic direction Implementing by allocating resources, developing structures and procedures Monitoringregularly in achieving stated goals Reviewing at the end of each set period Scan Scan Review Review Plan Plan Monitor Monitor Implement Implement One year

  5. What is Advocacy Strategy? An advocacy strategy is a combination of approaches, techniques and messagesby which the planner seeks to achieve the advocacy goals and objectives.

  6. Advocacy Strategic Planning Model • Strategy Development • Coalition building • Networking • Institution building • Sensitization • Etc. Research Issues/ Problems Goals/ Objectives Implemen tation Outcomes Outputs Pre-testing & Piloting Impact Evaluation Monitoring

  7. Key steps for strategy formulation • Identification and analysis of advocacy issues • Identification and analysis of stakeholders • Formulation of measurable objectives • Developing core advocacy messages • Developing the strategy ( approaches, techniques, messages and materials) • Developing advocacy action plan • Planning monitoring and evaluation

  8. Environmental Scanning 1. Collecting Data - Policy - KAP - Consultation - Demographic 2. Analysis - SWOT - Issue analysis 3. Identify key issues

  9. Issue selection framework

  10. Define Priority Problem/issue

  11. Key steps for strategy formulation • Identification and analysis of advocacy issues • Identification and analysis of stakeholders • Formulation of measurable objectives • Developing core advocacy messages • Developing the strategy ( approaches, techniques, messages and materials) • Developing advocacy action plan • Planning monitoring and evaluation

  12. Identification and analysis of stakeholders

  13. 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 collected about the stakeholders

  14. 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…

  15. 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? Information to be…

  16. Stakeholder analysis matrix

  17. Key steps for strategy formulation • Identification and analysis of advocacy issues • Identification and analysis of stakeholders • Formulation of measurable objectives • Developing core advocacy messages • Developing the strategy ( approaches, techniques, messages and materials) • Developing advocacy action plan • 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 • Identification and analysis of advocacy issues • Identification and analysis of stakeholders • Formulation of measurable objectives • Developing core advocacy messages • Developing the strategy ( approaches, techniques, messages and materials) • Developing advocacy action plan • 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 Messagefor resistant groups

  23. Developing core advocacy messages

  24. Key steps for strategy formulation • Identification and analysis of advocacy issues • Identification and analysis of stakeholders • Formulation of measurable objectives • Developing core advocacy messages • Developing the strategy ( approaches, techniques, messages and materials) • Developing advocacy action plan • 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

  27. Persuasion techniques Pressuring Sensitizing Debating Negotiating Dialoguing Petitioning Mobilizing Media techniques Lobbying

  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

  33. Key steps for strategy formulation • Identification and analysis of advocacy issues • Identification and analysis of stakeholders • Formulation of measurable objectives • Developing core advocacy messages • Developing the strategy ( approaches, techniques, messages and materials) • Developing advocacy action plan • 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

  37. Key steps for strategy formulation • Identification and analysis of advocacy issues • Identification and analysis of stakeholders • Formulation of measurable objectives • Developing core advocacy messages • Developing the strategy ( approaches, techniques, messages and materials) • Developing advocacy action plan • 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. 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 Monitoring versus Evaluation

  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? Effectiveness Achievement of results Relevance Programme continues to meet needs Efficiency Results vs costs Evaluation is concerned with results focusing on Sustainability Results sustained after withdrawal of external support Alternative Strategies Other possible ways of addressing the problem Unanticipated Results Significant effects of performance Validity of Design Logical and coherent Causality Factors affecting performance

  43. 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 outputand result indicators.

  44. 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

  45. Monitoring and Evaluation table

More Related