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Policy and Advocacy Toolkit for One Health: Understanding, Developing, and Implementing Policies

This toolkit provides an overview of One Health, policy advocacy, and setting goals and objectives in advocacy work. Learn about different types of policies, policy change, and implementation. Understand the importance of policies and how to advocate for them effectively.

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Policy and Advocacy Toolkit for One Health: Understanding, Developing, and Implementing Policies

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  1. Policy and Advocacy Toolkit

  2. Overview of One Health SESSION 1

  3. Overview of One HealthInsert slides that cover the current situation in the country, including political, funding, and policy priorities identified before the workshop

  4. Understanding Policy and Advocacy SESSION 2

  5. What do we mean by policy advocacy? Source: PATH, sites.path.org/advocacyandpolicy/how-we-do-it/strengthen-advocacy-capacity/ Deliberate process of informing and influencing decision-makers in support of policy change and policy implementation, including resource mobilization Advocacy is used to convince policymakers to address a problem, debate various solutions, and decide on specific policy actions.

  6. What do we mean by policy? • Legal and regulatory framework • National or county policies, including public financing for policies • “Operational policies” or the myriad rules, regulations, codes, guidelines, and administrative norms that help translate laws and policies into programs and services

  7. Government training curriculum Budgets, budget line items Procurement tenders Treaties, international conventions or declarations Circulars Government work plans Essential medicines list Different types of policies • Laws/legislation • Plans • Strategies • Agendas • Frameworks • Protocols • Administrative orders • Procedures • Guidelines • Regulations

  8. Why are policies important? Zapfel, A 2014 • Create common vision • Establish authority to act • Legitimize programs • Guide action plans • Provide basis for resource mobilization • Set framework for program evaluation • Provide basis for further action

  9. Types of policy change • Developing new policy • Updating or amending existing policy • Eliminating harmful policy • Allocating or committing resources within budget

  10. Types of policy implementation • Disseminating policy • Enforcing policy • Disbursing allocated funds appropriately • Demonstrating accountability for policy commitments and carrying out provisions called for within policies

  11. What’s involved in policy advocacy? • Throughout: • Collect Data • Monitor & Assess • Correct course as needed • Define goal • Set SMART objectives & milestones • Identify decision makers • Develop message(s) • Identify messenger(s) • Select tactics • Develop a timeline, assignments, and budget • Implement!

  12. Differentiate advocacy from related concepts Group work: advocacy & other concepts

  13. Developing a Goal & SMART Objectives Session 3

  14. Setting a goal and objectives An advocacy goal is the long-term result of your advocacy work. It is your vision for change. An advocacy objective is the short-term achievement that contributes toward your goal. It is the specific change that you can bring about.

  15. Elements of a Policy Advocacy Objective WHO: The decision-making individual or entity with the power to take action WHAT: The change you would like to see relative to your advocacy issue HOW: The specific action the decision-making entity can take to accomplish the change WHEN: A timeframe for the action to occur (often between six months and three to five years depending on the particular advocacy effort)

  16. ACTION Raising awareness Implementation Advocacy Policy Win ACTION LEVELS OF ENGAGEMENT WILL Policy Advocacy AWARENESS Avoid vague objectives like “raising public awareness” Usually awareness is a point on the path toward changing behavior and not an objective in and of itself Why do you want to raise awareness?

  17. SMART Objectives • Advocacy objectives should also be SMART: • Specific • Measurable • Achievable • Relevant • Time-bound

  18. Advocacy objective example The state executive governor approves and releases 2 million naira for preparedness response services in each of the 23 Local Government Areas in Kaduna State, Nigeria, by the end of 2016.

  19. Group Work: Policy Priorities & SMART Objectives • Vet policy priorities • Formulate SMART advocacy objectives from broad policy priorities.

  20. Developing Milestones Session 4

  21. How do you define progress?

  22. Milestones Objective • Milestone = an action or event marking a significant change or stage in development • Target milestones (processes of change) will lead to the program objective.

  23. Milestones example Advocacy Objective: Principal Secretary of Ministry of Environment will nominate an environmental expert to ensure secondment to ZDU by end of 2016.

  24. Activities versus Milestones Activities: What you do • Finalized terms of reference • Presented concept note to senior aides and Minister • Held workshop to draft MOU • Held consultation to discuss incorporation of One Health into strategic plan Milestones: What you achieve • TWG approved TOR for seconded staff person • Minister approved concept note for release to Prime Minister’s office • MOU signed by Principal Secretary of Ministry of Health • Principal Secretary approved revised version of strategic plan incorporating One Health

  25. Group Work: Milestone Development What are the major achievements toward your objective?

  26. Identifying and Understanding decision makers & Stakeholders Session 5

  27. Who must you reach to achieve your objective?

  28. Identifying decision-makers and influencers • Which decision-makers are critical to approving a policy change? • Are there primary and secondary decision makers? • Your audience may be your decision maker, or it may be people who can help influence your decision maker. • Key influencers: people or groups who can have a compelling force on the actions, opinions, or behavior of decision-makers.

  29. Understand core concerns Parliamentarian • What does she care about? • What are her values? • How do we connect? • What will it take to get her attention?

  30. Assessing the Decision-makers interested in your issue For each target and influential, assess the following: • What do they know about the advocacy issue? • What is their attitude towards the issue? What do they believe? • What do they care about? (even if it is not related to the issue) What will influence them to change?

  31. Group Work: Identifying Decision-Makers Identify decision-makers and stake-holders, as well as their power, will, and interest in bringing about change.

  32. Evidence for Advocacy Session 6

  33. What makes good evidence for advocacy?

  34. Why Collect Data? Sound information and data ensures that your advocacy and policy demands: • Are realistic and representative • Provide evidence about the problem, likely impact of change, and feasibility of possible solutions. • Make clear who is responsible to make change • Accurately represent needs, priorities, and interests of your constituencies • Enhance your credibility and professionalism

  35. Evidence for Advocacy Evidence must be reliable and relevant to the interest of the audience. For example, evidence of the following: • The problem in your community • The problem’s scale and severity • Possible solutions – examples of what works or of innovations that can be tested • Support for change – from those affected and from those with power

  36. Qualitative and quantitative evidence for different purposes Scientific research – Hard facts, statistics, peer reviewed, models The power of stories – To illustrate, inspire, provoke Budget analysis – Numbers and trends. How a government spends its money and the cost-effectiveness of investing in prevention Public opinion polls–What the electorate wants and what it will accept

  37. Checklist for research to influence Policy • Rigorous and high-quality (peer reviewed where relevant) • Findings and conclusions agreed by key stakeholders (where carried out with partners) • Offers a fresh perspective that will challenge current assumptions • Leads to action • Relevant to its audience • Timely • Clearly expressed and well-promoted • May involve those researched in speaking for themselves • Interacts with policy-makers in the research process

  38. Evidence for Advocacy – Tips! • Evidence must be reliable and relevant to interests of decision-maker • There are different types of evidence – qualitative and quantitative, national and local, etc. Use a mix. • Different types of evidence for different audiences • Design evaluation to provide evidence relevant to decisions • Organise the evidence in different ways • Remember, evidence on its own doesn’t persuade It’s what you do with the evidence that matters!

  39. Group Work: Evidence Base Map the evidence you think you will need to influence decision-makers.

  40. Messages and Messengers Session 7

  41. Common elements of advocacy messages • What is the problem? • Why should the decision-maker care? • What is the proposed solution and how will it impact the problem? • What specifically do you want the decision-maker to do following your interaction?

  42. Advocacy messaging • Problem: We need to respond more quickly to detect and contain zoonotic diseases. • Why should the decision-maker care? • What is the proposed solution and how will it impact the problem?

  43. Qualities of compelling messages • Brief • Focused • Solution-oriented • Supported by evidence • Targeted to the key interests of the decision-maker • Presented in non-technical language • Optimistic and hopeful • Clear in their request

  44. Timing for delivering messages • When is the issue already on the public radar? • Are there certain times of year when your message is more likely to resonate? • What would make your efforts timely? How can you create those opportunities? • What related things could happen that might make efforts more timely, and how can you prepare?

  45. Selecting Messengers • Who will best connect? • Who is trusted? • Who is credible? • Can you show a trusted leader taking action?

  46. Group Work: Developing a Core Message Communicating to target audiences

  47. Group Work: Knowing your audience Target your message based on what you know about the audience.

  48. Monitoring and evaluating Advocacy Session 8

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