Advocacy Plan Introduction An advocacy plan, or strategy, does not need to be a heavy document. On the contrary, instead of having a pile of papers in the archive, the plan should be a ”living” and ”dynamic” guide, which can help you to plan and implement tactical advocacy actions. The more experience you get, and the more knowledge you get about the context, the more quickly you will learn to revise and adjust your plans. Below you will find a few areas which are good to address when you develop your plan. 1) What is the problem? Describe the problem you want to address. You can for example use a problem tree, or narrative description. The problem will be closely linked to the mandate of your organization, and you may be able to skip this exercise. 2) What is the solution? Describe your advocacy goal, or what you want to achieve. You can for example use a solution tree, or a narrative text. 3) What is the context? Consider the political and, if relevant, cultural and social, context. Analyze power relations, e.g. who has the power to make decisions with relevance for the goal of your advocacy plan? Use, for example, a chain of influence, or other tools of power analysis. Map, and analyze, stakeholders with a relevance for the advocacy goal. Who could be allies and who could be enemies? Consider possible risks related to advocacy, related to your advocacy goal. Identify political processes and events which could be relevant for the advocacy goal. This document is a guide and not a fixed format. Different ACT members use different concepts and wording, but the headlines presented here are always relevant to consider.

Advocacy Plan 4) Develop your plan Describe your plan, or strategy, for how to reach the advocacy goal. You can, for example, use theory of change or other tools to develop realistic pathways and plans. Some plans may be short and focused on a specific event, while others may be bigger, stretching over several years. Consider messaging, methods and timing, and the possible need for research and documentation. 5) Implement your plan Implement the activities you have planned, and monitor the effect as well as the context. Celebrate successes and learn from mistakes. Then, revise your plan by returning to the top. Is there still a problem? Should the proposed solution be adjusted or changed? Have there been changes in the context? Is there a need for changes in the plan? A revision of a plan does not necessarily lead to production of a new document. A revision can also be a moment to reconsider the context and the need to adjust activities. Finally, be patient. In most cases it take a long time to have success. This document is a guide and not a fixed format. Different ACT members use different concepts and wording, but the headlines presented here are always relevant to consider.

Proposed format Problem Solution Context Advocacy Goal: Power and politics: Stakeholders: Processes and timeline: Risks: This document is a guide and not a fixed format. Different ACT members use different concepts and wording, but the headlines presented here are always relevant to consider.

Proposed format Plan Advocacy targets (whom to target): Pathway (advocacy activities, including possible research and documentation, related to advocacy targets as well as stakeholders and timeline described above): Advocacy messages: Monitoring plan: This document is a guide and not a fixed format. Different ACT members use different concepts and wording, but the headlines presented here are always relevant to consider.