Transcript Policy Advocacy for Health

Advocacy Impact for Health
A workshop on policy advocacy strategy development
[Insert date of workshop]
[Insert location of
workshop]
Clockwise from Top Left: PATH/Monique Berlier, PATH/Mike Wang, PATH/Mike Wang, PATH/Satvir Malhotra
Introductions
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Your name
Your organization
Any experience you have with advocacy
What you hope to learn in this workshop
Course learning objectives
By the end of this course you will be able to:
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Differentiate policy advocacy from other types of advocacy.
Identify the critical components of a policy advocacy strategy.
Identify policy change solutions to address global health
challenges.
Design tactics for influencing decision-makers.
Develop an advocacy strategy using a 10-part framework.
What is policy advocacy?
Session Objectives
After this session participants will be able to:
Define policy advocacy.
• Identify different types of policy change and policy implementation.
• Differentiate policy advocacy from other related concepts.
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Policy advocacy definition
Policy advocacy is the deliberate process of informing and
influencing decision-makers in support of evidence-based
policy change and policy implementation, including resource
mobilization.
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Policy advocacy definition
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Policy advocacy is a deliberate process.
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It aims to inform and influence decision-makers.
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Policy advocacy seeks changes that are evidence-based.
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The ultimate goal of policy advocacy is to achieve a desired
policy change or ensure that an existing policy is
implemented.
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Types of policy change and policy implementation
Policy change can include:
• Elimination of a harmful policy.
• Updating or amending an existing policy.
• Developing a new policy.
• Allocating or committing resources within a budget.
Policy implementation can include:
• Disseminating a policy.
• Enforcing a policy.
• Disbursing allocated funds appropriately.
• Demonstrating accountability for policy commitments and
carrying out the provisions called for within policies.
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Introduction to the Ten Parts
Session Objectives
After this session participants will be able to:
• Identify the critical components of an advocacy strategy
framework.
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Ten parts of a policy advocacy strategy
Part 1
Part 2
Part 3
Part 4
Part 5
Part 6
Part 7
Part 8
Part 9
Part 10
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Advocacy Issue
Advocacy Goal
Decision-makers and Influencers
Decision-makers’ Key Interests
Advocacy Opposition and Obstacles
Advocacy Assets and Gaps
Advocacy Partners
Advocacy Tactics
Advocacy Messages
Plan to Measure Success
Part 1: Advocacy Issue
Session Objectives
After this session participants will be able to:
Identify qualities of a good issue for advocacy.
• Evaluate potential issues for advocacy.
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A good issue for policy advocacy is…
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A current objective or natural outgrowth of your program’s
work.
Based in evidence.
Readily improved with a policy change or implementation of
an existing policy.
Reasonably attainable in three to five years.
Suitably specific and clear.
Questions about root causes
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Can a policy change or implementation of an existing policy
help improve the root cause?
Does your organization have programmatic experience with
this root cause?
Do you have any evidence that this is a root cause?
Can the problem be reasonably (if not completely) addressed
in three to five years?
Criteria for prioritizing advocacy issues
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Specificity and clarity.
Amount of evidence to prove the problem.
Potential for partnership to address the issue.
Amount of political will to address the issue.
Organization has unique experience and expertise to
contribute to addressing the issue.
Availability of resources (time, money, and influence) to
address the issue.
Risk to your organization to address the issue.
Likelihood the policy change or action will significantly
impact the problem.
Feasibility of success in three to five years.
Part 2: Advocacy Goal
Session Objectives
After this session participants will be able to:
Identify the essential components of an advocacy goal.
• Develop a policy advocacy goal for your strategy.
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Four elements of a policy advocacy goal
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WHO: the decision-making institution with the power to take
action on your advocacy issue.
WHAT: the change you would like to see relative to your
advocacy issue.
HOW: the specific action the decision-making institution can
take to accomplish the change.
WHEN: a time frame for the action to occur (often between
six months and three to five years depending on the particular
advocacy effort).
Daily feedback
On your index card:
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On one side draw a “+” or a  and write one thing you liked
about today’s session.
On the other side draw a “–” or a  and write one thing you’d
like to see changed or done differently for tomorrow.
Advocacy Impact for Health
A workshop on policy advocacy strategy development
Welcome
To
Day 2
Clockwise from Top Left: PATH/Monique Berlier, PATH/Mike Wang, PATH/Mike Wang, PATH/Satvir Malhotra
Part 3: Decision-makers and Influencers
Session Objectives
After this session participants will be able to:
Identify key decision-makers and influencers.
• Target advocacy goals to the appropriate decision-makers.
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Definition of decision-makers
Decision-makers:
People with the formal power or authority to take the desired
policy action and/or their key advisors or staff.
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Definition of influencers
Key influencers:
People or groups who can have a compelling force on the
actions, opinions, or behavior of decision-makers.
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Part 4: Decision-makers’ key interests
Session Objectives
After this session participants will be able to:
Evaluate the awareness and position of the key decision-makers on
your issue and advocacy goal.
• Identify decision-makers’ key interests as a means to persuade them
on your issue and advocacy goal.
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Decision-maker’s awareness of an issue
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Unaware: not familiar with your issue.
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Aware of the issue, but inaccurately informed: has heard of
the issue, but may have information that is outdated or
inaccurate.
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Aware of the issue, but mostly uninformed: has heard of your
issue, but may not have much information.
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Accurately informed of the issue: aware and correctly
informed of your issue.
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Decision-maker’s position on an issue
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Opposed: clearly committed against your viewpoint. You are
not likely to change their mind.
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Non-mobilized: doesn’t yet have an opinion or is undecided
on their position.
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Low support: won’t oppose your goal but also not likely to be
an active, visible promoter either. They are generally
supportive of the issue.
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High support: actively working or speaking out on behalf of
your goal as a visible and vocal champion to make a change.
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Part 5: Advocacy Opposition and Obstacles
Session Objectives
After this session participants will be able to:
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Identify mechanisms for addressing the resistance, opposition, and
obstacles to your policy advocacy goal.
Analyzing your opposition
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Know the opposition and their motives.
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Identify their tactics and arguments.
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Assess the risks and benefits of confronting them.
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Mitigate their influence.
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Pick the right partnerships.
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Part 6: Advocacy Assets and Gaps
Session Objectives
After this session participants will be able to:
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List the types of skills, expertise, and resources needed for advocacy
efforts.
Part 7: Advocacy Partners
Session Objectives
After this session participants will be able to:
Assess qualities of a strategic partnership.
• Identify different types of collaboration.
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Strategic reasons to partner
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Adds to the number of organizations actively working on the
issue.
Brings together new constituents demonstrating wide-scale
and diverse support for the issue.
Demonstrates benefit to multiple sectors of importance.
Improves ability to reach and persuade a wider set of
decision-makers and influencers.
Helps to mitigate the influence of the opposition.
Yields additional expertise, skills, and resources.
Helps fill an organization’s advocacy gaps.
Effective partnerships
Ideal partners:
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Bring resources to the advocacy effort.
Are generally easy to work with.
Are aligned with your advocacy goal.
Bring few risks.
Qualities of an effective partner
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Swift attention to problems
Shared power
Clear expectations
Mutual responsibility
Ample recognition, thanks, and praise
Inspiration and celebration
Strategic thinking
Persistence
Personal and regular contact
Regular flow of information
Focused goal-setting
Types of collaboration
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Information and data sharing
Developing common messages
Mutual consultation
Joint planning and strategizing
Coalitions and alliances
Daily feedback
On your index card:
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On one side draw a “+” or a  and write one thing you liked
about today’s session.
On the other side draw a “–” or a  and write one thing you’d
like to see changed or done differently for tomorrow.
Advocacy Impact for Health
A workshop on policy advocacy strategy development
Welcome
To
Day 3
Clockwise from Top Left: PATH/Monique Berlier, PATH/Mike Wang, PATH/Mike Wang, PATH/Satvir Malhotra
Part 8: Advocacy tactics
Session Objectives
After this session participants will be able to:
Design objectives to reach an advocacy goal.
• Determine advocacy activities and tactics.
• Develop an advocacy work plan.
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Definition of objective
Objective:
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Desired accomplishment or outcome that will contribute to
the overall goal.
A step toward your advocacy goal.
Elements of an advocacy objective
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WHO: which specific decision-maker or key stakeholder
you want to take action.
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WHAT: what action the decision-maker should take.
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WHEN: a time frame for the action to occur.
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SMART objectives
Advocacy objectives should also be SMART:
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Specific
Measurable
Achievable
Relevant
Time-based
Selecting advocacy activities
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Will the activity address our decision-makers’ key interests?
Will the activities catch the interest of our decision-makers
and/or their influencers?
Will the activity lessen the influence of any opposing groups or
counter their messages?
Do we have the expertise and resources to carry out the
activity?
What upcoming events, significant dates, or government
decisions could be opportunities for mobilization and
advocacy?
Does the activity pose any risk to our organization?
Advocacy resources
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Staff: what type and how much staff time and expertise will be
needed to carry out your desired activities?
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Partners: will you need the expertise or resources of partners
to successfully implement an activity?
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Costs: what are the costs associated with these activities?
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Timeline: when should the activities be conducted? How long
will they take? Is there a particular time that they should take
place (e.g., to coincide with a day of observance or political
process)?
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Part 9: Advocacy Messages
Session Objectives
After this session participants will be able to:
Craft targeted and effective advocacy messages to influence
decision-makers.
• Evaluate potential messengers for advocacy communications.
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Qualities of a compelling message
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Brief
Focused
Solution-oriented
Supported by evidence
Targets key interests of the decision-maker
Uses non-technical language
Optimistic and hopeful
Has a clear request
Four parts of an advocacy message
1. What is the issue?
2. Why should the decision-maker care about the issue?
3. What is the proposed solution and how will it impact the
problem?
4. What do you want the decision-maker to specifically do
following your interaction?
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Ideal messengers
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Messengers should be diverse.
Messengers should represent a range of seniority.
Messengers should be effective public speakers.
Messengers should support your advocacy goal.
Part 10: Plan to Measure Success
Session Objectives
After this session participants will be able to:
Distinguish between output and outcome indicators.
• Develop indicators to help measure progress toward achieving your
advocacy goal.
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Outputs
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Evidence that the activity actually happened.
Generally quantitative. (Larger numbers are not always better.
For example, one meeting might be enough to reach the key
decision-maker.)
Measure of productivity. For example:
• Meetings with decision-makers.
• Press releases issued.
• Partners attending
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coalition meetings.
Outcomes
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Effects or changes seen as a result of the activity.
Actions taken by decision-makers or others.
Quantitative or qualitative.
Measure of effectiveness. For example:
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Increased government funding allocations.
Changes to laws, regulations, policies, and plans.
Public statements of support from decision-makers.
Mentions of the issue in media outlets.
CONGRATULATIONS!
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