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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

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slide1
Advocacy Strategy Planning

N. Assifi

UNFPA/CST, Bangkok

what is a plan
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
slide3
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

dynamic planning model
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

what is advocacy strategy
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.

advocacy strategic planning model
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

key steps for strategy formulation
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
environmental scanning
Environmental Scanning

1. Collecting Data

- Policy

- KAP

- Consultation

- Demographic

2. Analysis

- SWOT

- Issue analysis

3. Identify key issues

key steps for strategy formulation11
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
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 collected about the stakeholders
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…
information to be15
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…
key steps for strategy formulation17
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
developing advocacy objectives
Developing advocacy Objectives

S = Specific

M = Measurable

A = Attainable

R = Result-oriented

T = Time bound

key steps for strategy formulation19
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
advocacy message styles
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 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
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

key steps for strategy formulation24
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
key elements of advocacy strategy
Key elements of advocacy strategy

Advocacy approaches

Advocacy techniques

Advocacy messages and materials

key approaches used in advocacy
Key approaches used in advocacy
  • Involving leaders
  • Working with mass media
  • Building partnership
  • Mobilizing the community groups
  • Capacity building
persuasion techniques
Persuasion techniques

Pressuring

Sensitizing

Debating

Negotiating

Dialoguing

Petitioning

Mobilizing

Media techniques

Lobbying

message formats for media
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
Features of a story that attracts media
  • Controversial
  • Sensational
  • New discoveries
  • Highly visual
  • Fast moving
  • Unusual and odd events
how to involve media
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
Advocacy materials

Print materials

Fact sheets, hand outs, leaflets, booklets

Pictures & audio-visual materials

Still pictures, slide sets, video documentaries

key steps for strategy formulation33
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
preparing advocacy action 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
Mechanisms for Implementation of Advocacy
  • A mechanism for co-ordination
  • Coalitions and networking
  • Institutions to deliver technical products
  • Effective partnership
key steps for strategy formulation37
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
monitoring and evaluation
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

Monitoring versus Evaluation
slide40
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?
slide41
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
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

slide43
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.

slide44
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
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