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 Nation wide Regional or provincial
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
Monitoring regularly 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 messages by 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
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 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

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
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 community level?

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
Stakeholder 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
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
Message for resistant groups

23. Developing core advocacy messages
Stakeholder/ audience group
Issue/ problem
Message style
Advocacy message

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

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
Objectives & activities
Time Frame
Responsible party
Partners
Budget

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)
RBM is an approach to improve performance and accountability, and is focused on achieving results.
By result, we mean “a describable or measurable change in state that is derived from a cause and effect relationship.”
RBM stars with results; involves key stakeholders in strategic programme planning and identification of results and indicators; assesses risks; monitors progress towards the achievement of expected results; integrates lessons learned into programming and management decisions; and reports on performance.
In adopting RBM, UNFPA shifts emphasis from delivery of inputs/activities to producing outputs/results, through continuous analysis feedback and improvements to achieve programme and organizational results/targets.

39. Monitoring versus Evaluation
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
Continuous
Tracks Progress
Answers what activities were implemented & results achieved
Self-assessment by project management
Alerts managers to problems

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. Alternative Strategies Unanticipated Results
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 output and result indicators.
By RBM, we mean:
Establishing clear organizational vision, mission and priorities, which are translated into a four-year framework of goals, outputs, indicators, strategies and resources (MYFF)
Encouraging an organizational and management culture that promotes innovation, learning, accountability, and transparency;
Delegating authority and empowering managers and, at the same time, holding managers accountable for results;
Creating supportive mechanisms, policies and procedures;
Adopting a participatory, team-based approach to develop multi-year country programmes with clear goals, purposes and outputs, using the logframe approach (strategic programme planning);
Managing programmes, focusing on achieving results, through regular monitoring and evaluation to assess what works and does not work, and why;
Transparent and honest reporting on results and performance;
Sharing information and knowledge, and feeding lessons learned back into improving performance;
Strengthening and diversifying partnerships at all levels;

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
By RBM, we mean:
Establishing clear organizational vision, mission and priorities, which are translated into a four-year framework of goals, outputs, indicators, strategies and resources (MYFF)
Encouraging an organizational and management culture that promotes innovation, learning, accountability, and transparency;
Delegating authority and empowering managers and, at the same time, holding managers accountable for results;
Creating supportive mechanisms, policies and procedures;
Adopting a participatory, team-based approach to develop multi-year country programmes with clear goals, purposes and outputs, using the logframe approach (strategic programme planning);
Managing programmes, focusing on achieving results, through regular monitoring and evaluation to assess what works and does not work, and why;
Transparent and honest reporting on results and performance;
Sharing information and knowledge, and feeding lessons learned back into improving performance;
Strengthening and diversifying partnerships at all levels;

45. Monitoring and Evaluation table Objectives/ activities
Indicators
Means of verification