--- title: "7.2.1 Effective Advocacy and Communications Strategies" slug: "721-effective-advocacy-and-communications-strategies" updated: 2023-12-06T11:39:22Z published: 2023-12-06T11:39:22Z canonical: "handbook.fscluster.org/721-effective-advocacy-and-communications-strategies" --- > ## Documentation Index > Fetch the complete documentation index at: https://handbook.fscluster.org/llms.txt > Use this file to discover all available pages before exploring further. # 7.2.1 Effective Advocacy and Communications Strategies An effective **external** advocacy or communications strategy includes the use of the most visible methods and channels, such as press briefings, web stories and social media campaigns as well as regular FSC products shared widely (e.g. bulletin, dashboards, maps). An effective **internal** advocacy or communications strategy includes ad hoc products for CLAs, meetings with different stakeholders (e.g. donors, government entities) and bilateral calls with key agencies, including development partners. **The Objective:** Whether it is funding, access, protection, attention, giving voice, or safeguarding rights, it is important to first define the objective. **What issues** need attention? **What do we want to achieve?** The objective should consider the desired short- and long-term impacts. There may be many potential objectives, but establishing one clear, overarching aim is crucial to delivering your message effectively. **Important factors include:** - Achieving **broad consensus** among FSC partners on an agreed position: this should include national/regional authorities, unless they are the target of the outreach. - The availability of **reliable data and evidence** in relation to the problem (linked to IM and assessments). - The **sensitivity** and risk factors, e.g., risk to affected populations of increased vulnerability or suffering. - The availability of **resources and expertise** to support advocacy and communications among FSC members or other in-country or out-of-country expertise. - The **strategic opportunities** to support planned advocacy and/or communications, e.g. working jointly with other clusters. **The Evidence:** Answers to the above questions should emerge from rigorous, evidence-based analysis. It is important not to build the messages on unconfirmed information. However, in an emergency setting it may sometimes be appropriate to plan the FSC’s advocacy/communications before detailed evidence has been gathered and verified (with a proper reference or caveat). **The Audience:** Who needs to access and use the information (FSC staff, governments, partners, CLAs, donors, the general public)? The audience will depend on the objective, sensitivity of the messaging, and whether the intention is to communicate externally or internally. **The Message:** Coordinators should prepare and provide messages to keep donors, partners, other stakeholders and the general public informed of the FSC’s work, needs and goals. Outreach can also help to nurture contacts with donors to map their interests and keep them informed of needs and developments. Each message should serve a **specific purpose**, be based on **clear evidence**, and be adapted to the **context.** When creating messaging, it is important to reflect on: - The **issue**: for example, food availability - The **objective**: for example, funding, access, rights - The **audience**: donors, government, affected populations, HC, other Clusters - The **strategy**: will the FSC message be public, evidence-based, and/or for the media? Clear, concise messages are essential. ***Five key components to incorporate are:*** 1. The **statement** is the central idea in the message – the analysis of the problem. It outlines what needs to change. 2. The **evidence** on which the analysis is based supports the statement, with easily understood facts and figures, using tailored language for clear communication. 3. An **example** will add a human face when communicating that message. 4. The **goal** highlights what you want to achieve: it is the result (or partial result) of the action required. 5. The **action** is what needs to be done to reach the objective: it is the solution (or partial solution) to the problem. **The Channel:** Messages can be public or restricted, disseminated online, in meetings, reports, photos, videos, statistics, maps, infographics, case studies, or press releases. Always consider the impact a chosen channel will have, the need for confidentiality, and the potential to harm to the FSC’s sources of information, beneficiaries, partners or CLAs. The channel selected will depend on: - The audience - Available technologies (internet access, network availability, etc.) - Timeframe and urgency (sudden or slow-onset crises) - Capacity to maintain the dissemination channel - Sensitivity of the information and whether there are any security risks considering the context and parties involved in the crisis **The Messengers:** How will the FSC/Coordinator convey the message? Who will say what, where and when? These decisions should be based on the context, standard operating procedures (SOPs), and the strategy: establish clear responsibilities and an action plan. **Monitoring the Impact:** Monitoring is a key element of the action plan and initiatives should be reviewed and adjusted when required, in light of their impact and effectiveness. **General Considerations:** Food security information is inherently sensitive and can have a political impact (it suffices to think of the political dimension of a famine declaration, but also that high numbers of acute food insecure population can be controversial for governments) or be used for political purposes. The FSC should, if possible, develop guidance on dissemination that takes into account national authority procedures on the use and circulation of food security information. The primary concern is that food security information is interpreted correctly, used constructively, and does not put people or the humanitarian response at risk nor harms humanitarian stakeholders (e.g. government restrictions on NGOs, retaliation, etc.). ***Potential challenges* *and opportunities to bear in mind when producing material:*** - **Evolving situations:** An unfolding crisis should be monitored, and material updated accordingly. - **Data gaps:** These should be identified and addressed (through joint assessments, etc.). - **Highlight collaboration** with other UN agencies, I/NGOs, other clusters (Health, WASH, Nutrition) on analyses and joint projects. - **Coordination between multiple partners (including CLAs) involved**: Need for the **FSC** **to speak** **in one voice.** - **Sensitivities at country level**: As messages (in any form) can be sensitive, especially in conflict-affected contexts, it is important to discuss with CLAs and other humanitarian stakeholders how best to communicate / advocate, including with authorities where necessary/helpful. Moreover, it is important to use appropriate language when communicating about the situation and the humanitarian response in conflict settings. - *See for example the “*[*Guidance on UN language relating to conflict and humanitarian response*](https://fscluster.org/mozambique/document/guidance-un-language-relating-conflict)*” developed for Northern Mozambique in 2020.* *For* *more on conflict and/or politically sensitive situations see the text box in* [*4.3*](/cc/docs/43-inter-cluster-inter-sector-coordination) *on “Coordination with UN Peacekeeping Missions, Military and Armed Forces: OCHA’s Role in Civil-Military Coordination and Humanitarian Access” and on conflict sensitive programming in* [*10.2.1*](/cc/docs/1021-what-is-the-nexus)*.* - **Need for adaptability and flexibility:** As programming and operations are constantly adjusted, it is important to adapt messaging consequently. Food Security Cluster Cluster Lead Agencies Information Management Humanitarian Coordinator Non- Governmental Organisation Water, Sanitation and Hygiene United Nations Office for the Coordination of Humanitarian Affairs