To Busy to Continue Casa Advocacy

An advocacy plan should factor in all the elements described in the previous sections – goals and objectives, target groups and the specific activities to be undertaken, as well as set out stakeholder roles and responsibilities, time frames, expected short-term and long-term outcomes, and available and needed resources.

The advocacy implementation plan should be dynamic and capable of addressing changing needs as the national cancer control programme planning and implementation process evolves over time. A good advocacy plan will be able to respond to newly identified needs for political support and awareness-raising in the community, for instance, for reactivating the development of a comprehensive cancer control plan that has been put on hold; for implementing and scaling up priority interventions; or for influencing improvement strategies that include reorganizing or mobilizing additional resources for a specific component of the cancer control programme.

Further details on the planning and implementation of a comprehensive cancer control programme and its various components, are provided in the Planning, Prevention, Early detection, Diagnosis and treatment and Palliative care modules.

USE A LOGIC MODEL TO MAP OUT YOUR PLAN

A logic model is a visual presentation of how your group will do its advocacy work, and of the theory and assumptions underlying the action plan you are seeking to implement. It shows the relationships between the many resources you have (or need) to implement your plan, the activities you plan to do, and the results you hope to achieve (Figure 1).

Each component in a logic model is linked to the next in a conditional logic "if–then" relationship, in much the same way as in computer programing. If you have access to resources, then you can carry out planned activities. If you carry out activities (inputs), then you can deliver advocacy actions (outputs). If you have a positive effect on cancer control policies, then the public will benefit (outcomes). If your citizens benefit, then hoped for changes will happen in your community and your country (impact).

In taking action, remember:

• Do not fear controversy. Rather, try to turn it to your own advantage.

• Avoid any illegal or unethical activities.

• Hold policy-makers accountable to their commitments.

• Keep a record of successes and failures.

• Post your advocacy plan on your web site (or the web site of one of your member groups), and use it to measure your progress every month.

• Schedule a monthly meeting or conference phone call to keep your advocacy group members on track, informed and motivated.

• Monitor public opinion and publicize positive developments.

• Acknowledge and credit the role of policy-makers and coalition partners.

The Campaign to Control Cancer in Canada provides a good example of what an effective advocacy plan can achieve in terms of advancing the adoption of a comprehensive national cancer control strategy (see Box, page 38).

Box

CANADA. The Canadian Strategy for Cancer Control was unveiled, in 2002, by an intersectoral coalition of governmental and nongovernmental stakeholders as a coordinated national health initiative intended to enable Canada's health systems meet the growing (more...)

Figure 2 shows the logic model used by the Canadian Campaign to Control Cancer for their advocacy plan for 2008–2009.

Figure 2

The Campaign to Control Cancer (C2CC) Canada – Advocacy Plan Logic Model 2008–2009. Our Goal: A better Canadian response to cancer control Our Mission: A Canada where what we know and learn is fully deployed so Canadians are not suffering (more...)

MOBILIZE RESOURCES

The voices and priorities of stakeholders in health care, especially those representing vulnerable populations, are often left out of public debates and policy decisions. Advocacy thus often involves changing public opinion and community, institutional or government policies to include these voices. Moreover, corporate and public health-care funders with an eye on broader, systemic change are increasingly considering advocacy strategies as a means to expand health-care access, mobilize and make more efficient use of resources, eliminate disparities, tackle rising incidence rates, and take on other tough problems.

Using advocacy to create change is, however, not without its challenges. You can encourage funders to think about how advocacy might fit into their work and how it can be used as a strategy for advancing shared goals, but as with most strategies, one size does not fit all. Every funder's approach to advocacy is different and is rooted in different ideologies and motivations.

Advocacy for comprehensive cancer control can be seen as an investment because good advocacy strategies will help to mobilize resources for the development of policies and for scaling up programmes, as in the case of United States of America (see Box, page 42). Many of the advocacy strategies used in the United States can be adapted to any country setting; in this regard, the following actions are likely to be of particular interest to users of this guidance:

• pilot testing of the comprehensive actions in a relatively small geographical area and measuring the results (see also Planning module);

• using the successful results to advocate for comprehensive action and for further support to expand the programme;

• keeping all partners together and persisting in making the case with one voice.

Keep in mind that much can be achieved by using relatively inexpensive techniques, such as e-mail or letter chains, Internet chats, letters to newspaper editors, and participation in radio and television programmes. "Piggy-backing" onto related and already funded events can also be a cost-effective way to achieve exposure. For example, it is often possible to invite key decision-makers to the opening or closing sessions of a training workshop or conference, where they can be directly informed on progress made in a given programme and can also be exposed to relevant messages for action.

Electronic databases, web sites and e-mail lists allow for rapid and inexpensive dissemination of information and calls for action. All participants in your advocacy actions should be using the same messages, and be citing the same current evidence or facts. They should also all have the appropriate information (name, position, contact information) for the decision-makers you are targeting.

TAKE STRATEGIC ADVOCACY ACTIONS

The following list of actions suggests a possible sequence of steps to take when implementing the advocacy plan:

• Gather the community to define the current national or regional cancer advocacy needs.

• Identify, categorize and map the affiliations and influence of the cancer care stakeholder community.

• Decide on and document the current goals and objectives (e.g. engage the cancer professional and patient community in order to raise awareness of the cancer issue and the need for a comprehensive cancer control plan among key political decision-makers within one year).

• Assess and document the advocacy methods used (e.g. the media used, the network of contacts, communications vehicles, government relations).

• Assess the quantity and quality of services (e.g. education, information dissemination and new legislation).

• Assess and document the available collective resources (e.g. financial resources, human resources (staff, professional, volunteer), social capital (trust, understanding, communications)).

• Consult and cultivate a network of champions who lead by example and demonstrate the values and goals of comprehensive cancer control.

• Engage members and stakeholders by building common ground through shared visioning, planning, actions and learning.

• Enable and mobilize the stakeholder network to act collectively with a unified voice and vision.

• Measure the impact of action to date, modify the advocacy methods as necessary, and expand the network through community outreach and public engagement, leveraging the collaborative momentum created.

One voice calling for change is more powerful when combined with many others.

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Source: https://www.ncbi.nlm.nih.gov/books/NBK195418/

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