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

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Presentation on theme: "Advocacy Strategy Planning N. Assifi UNFPA/CST, Bangkok."— Presentation transcript:

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

3 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

4 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

5 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

6 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.

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

8 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

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

10 Issue selection framework Criteria for selecting issues Score 123 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

11 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

12 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

13 Identification and analysis of stakeholders Stakeholder categories Sub-groups Decision makers Partners Resistant groups

14 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

15 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?

16 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?

17 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

18 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

19 Developing advocacy Objectives S=Specific M=Measurable A=Attainable R=Result-oriented T=Time bound

20 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

21 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

22 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

23 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 Developing core advocacy messages Stakeholder/ audience group Issue/ problem Message styleAdvocacy message

25 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

26 Key elements of advocacy strategy Advocacy approaches Advocacy techniques Advocacy messages and materials

27 Key approaches used in advocacy Involving leaders Working with mass media Building partnership Mobilizing the community groups Capacity building

28 Persuasion techniques Lobbying Petitioning Debating Negotiating Dialoguing Media techniques Sensitizing Mobilizing Pressuring

29 Message formats for media Press release Press conference Fact sheets/ background sheets Press kit/media packets Editorials Letters to editor

30 Features of a story that attracts media Controversial Sensational New discoveries Highly visual Fast moving Unusual and odd events

31 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

32 Advocacy materials Print materials Fact sheets, hand outs, leaflets, booklets Pictures & audio-visual materials Still pictures, slide sets, video documentaries

33 Advocacy strategy development matrix Issue Stakeholder (sub-group) Core messages Advocacy techniques Advocacy materials M&E indicators

34 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

35 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

36 Mechanisms for Implementation of Advocacy A mechanism for co-ordination Coalitions and networking Institutions to deliver technical products Effective partnership

37 Advocacy action plan matrix Objectives & activities Time Frame Responsible party PartnersBudget

38 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

39 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)

40 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

41 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?

42 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

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

44 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

45 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

46 Monitoring and Evaluation table Objectives/ activities Indicators Means of verification


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