---
title: "7.4.1 Developing an Advocacy Strategy"
slug: "741-developing-an-advocacy-strategy"
updated: 2023-12-06T12:56:30Z
published: 2023-12-06T12:56:30Z
canonical: "handbook.fscluster.org/741-developing-an-advocacy-strategy"
---

> ## 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.

# 7.4.1 Developing an Advocacy Strategy

The FSC Coordinator is expected to coordinate partners’ efforts and facilitate donor relations within the cluster. [*See more in 8.2.2*](/cc/docs/822-advocacy-with-donors)*.* Key decisions on advocacy should be based on a contextual analysis of risks and opportunities, and the advocacy strategy should be developed in collaboration with partners.

| **Step** | **Points to consider** |
| --- | --- |
| **1: Objective: selecting the problem or issue** | Developing a **single overarching objective** is critical in formulating an effective advocacy argument. This should be: - **Specific**, focused and narrow. - **Achievable** within an agreed timeframe and given available cluster resources. - **Of interest and value to FSC partners and stakeholders** in order to generate commitment and support. |
| **2: Develop your strategy** | The **strategy** should cover: - **Who will collaborate**, **when** and **what resources** are required. - **At what level** will the advocacy be undertaken, e.g., national, sub-national, community. - **Which channels** will be used to reach which targets with which message. - What the **risks and mitigation strategies** are. - How the activities will be **monitored.** - What the **anticipated results** are. |
| **3: Evidence: gathering and analysing** | Advocacy will only be as strong as the information and analysis that form its **evidence base**. This includes: - A clear understanding of the **underlying causes of the issue**. - The **cultural context** (community values, needs and expectations). - The **political context** (political issues relating to the problem, including guiding policy or absence of policy, power relations). Aim to reach a common understanding in these areas among FSC partners, as well as agreement on data to be used. |
| **4: Identifying the audience** | The next stage is to determine the **audience**, i.e., the individuals or institutions that have the power to bring about change. This is done through a **stakeholder analysis**, to provide a sense of who has a stake in an issue, as well as their support, opposition, and/or influence over the issue and the relevance of their engagement. When selecting the audience: - Identify both allies and opponents of change. - Pick only a select few groups/individuals in order to direct energy and focus. - Pick those who might be able to influence one another. - Pick those that you can actually influence. |
| **5: Clarifying the FSC’s position and compiling messages** **(***See “Messaging Example” text box above***)** | At this point, it is recommended that advocacy planning should be consolidated into a one- or two-page **summary document**. This should outline the main points of the analysis and the evidence base, the issue itself, the objectives and the audience. This type of document is also useful for obtaining wider buy-in from FSC partners who can review, discuss and comment on the ideas presented. This is also the point where the **main advocacy messages** should be agreed by the FSC. In developing these messages: - Base them on an understanding of **the target audience**, in particular how addressing the issue helps them to fulfil their responsibilities. - Ensure that they are concise, consistent and can be used by all **FSC partners and stakeholders**. |
| **6: Identify the messengers** | The same message can have different impacts depending on **who delivers it**. **Messengers** are those who have influence over the key audience to bring about the desired change, but who do not have the direct power to make the changes themselves. Messengers can include partners, the media, religious leaders, community-based organizations (CBOs) and donors. |
| **7: Select your channel of communication** | There are **many ways to deliver an advocacy message**. The choice of channel will depend on who you are speaking to, what you want to say, your purpose and your ability to work with that channel (i.e. media, social, speeches, meetings). Advocacy is often more effective when **multiple channels** are used that complement and reinforce one other. |
| **8: Monitoring and adapting advocacy plans** | Advocacy needs to be monitored and evaluated, just like any other FSC activity. This means: - Monitoring whether **progress** is being made and ensuring that activities are still focused on the advocacy objective. - Evaluating whether there is any notable **impact** of advocacy efforts in terms of changes in attitudes, policy or practices. - **Modifying** as needed. |

[*Many of the above steps follow a similar approach to those outlined in the Communications Strategy in 7.3.1*](/cc/docs/731-developing-a-communications-strategy)*.*

Food Security Cluster

Community-Based Organisation