ACP5: Resources and Assets

  • Do you have the resources to reach your goals?

(At this point, it is recommended to make an inventory of all available and needed resources.

Consider including both the resources that are already available to be built on as well as what you need that is not there yet)

  • What do you have?

(Think of any other advocacy activities conducted in the past, already built alliances and partnerships in the field, the capacity of your team and other partners, and any other information and resources available)

  • What do you need?

(Consider including all the resources needed in order to reach your objectives – partnerships and alliances that need to be developed, capacities, research to support your assertions, media support etc.)

According to the nature and goal of your advocacy plan, the list of available and necessary resources will vary, but you should consider including three main categories of resources –financial, human, and infrastructure. They may include, but are not necessarily limited to:


Resources Status
Financial ·         What funds are available to support your advocacy campaign?

·         What are the expenses involved by this activity?

(Include here also in-kind contributions)

Human ·         Who are the people available to help and support you with the plan?

·         What are their skills?

·         Who are the people needed?

·         What are the useful contacts from community?

(Include here both staff available and needed as well the volunteers if applicable and consider any previous contacts with media resources)

Infrastructure ·         What are the facilities already available and what do you need?

·         What access do you have to information?

(Include here all the infrastructure available, if any: meeting rooms, offices, internet access, laptops and computers, software etc., transportation, access to libraries, archives, etc.)


ACP 6: Strategies and Tactics

(Submission: November 27-28)

All the information gathered in the previous steps will be reflected in your strategy and tactics.

You will have to decide how to reach your goal – you may choose to use friendly persuasion or

you may choose to be a bit more conflictual. Based on what you’ll already develop, choose what you consider is best fitted for your case.



(“A strategy is a plan of action devised to achieve a goal through specific tactics” – Public Health

Policy Agenda & Action Guide. The Chicago Partnership for Public Health, 2002)

Before writing down your strategies, consider to ask the following questions:

  • Who are the supporters and opponents that can influence the outcome?
  • Who are the advisors to policy makers?
  • How can you reduce the influence of your opponents?
  • What are the most effective tactics for each target audience/stakeholder?
  • What is the most effective timing for tactics?
  • What are your tactics?

*Adapted from Public Health Policy Agenda & Action Guide. The Chicago Partnership for Public Health, 2002.


(“Tactics are the activities employed to implement a strategy” – Public Health Policy Agenda &

Action Guide. The Chicago Partnership for Public Health, 2002)

At this point you will have to take concrete measures to reach your target audiences and motivate them to get actively involved. You may plan your action steps for each major objective or to go into more details including resources and support needed for each action step in part, but either way, you may consider to ask to the following questions:

  • What is the scope of each specific action? What is your target – legislation, administrative regulations etc.?
  • Who is your target audience and why?
  • How the policy making process is working in the targeted area and where you should fit your intervention?
  • Who will care out each specific action/step, when and for how long?
  • Do you have all the necessary resources to take that action?
  • Who might be the supporters and opponents?

Use the following table to help you write the strategies and tactics:

(For the final paper, this ACP should include a short introduction of this part, the two tables below and a short explanation of the contents of each table).

ACP7: Evaluation

(Submission – December 9-10)

Monitoring and evaluation is an important step in advocacy, as it helps to check the progress of

your work.

  • Was your advocacy plan properly implemented?
  • Did your advocacy plan achieve its intended purpose?

In order to monitor and evaluate your work, you will have to develop two type of indicators: 1) indicators of process and 2) indicators of impact. You may consider to use the following tool to monitor and evaluate your advocacy work


Monitoring and Evaluation
Goals/Objectives and Activities Indicators of Process Indicators of Impact
Goal/Objective 1 (The indicators of process

represent the achievement of the small steps undertaken in order to achieve your goal)

·         What indicators you will use to monitor your progress?

(These indicators have to

reflect the main deadlines and activities previously assumed in the advocacy plan)

(The indicators of impact

represent the evidence that

your advocacy activity positively influenced/changed the issue. Consider to measure the impact bot at the level of policy and practice)

·         What indicators you

will use to assess the

impact of your advocacy plan?

·         How the policy was

changed as a result of

your work?

Goal/Objective 2    



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