Malaria Policy and Advocacy
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Transcript of Malaria Policy and Advocacy
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Malaria Policy & AdvocacyDRAFT
Matthew Lynch
Center for Communication Programs
Johns Hopkins Bloomberg School of Public Health
NetWorks Project
April 17, 2011
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Advocacy Process
How can we go forward when we don't know which way we're facing?How can we go forward when we don't know which way to turn?How go forward into something we're not sure of?
John Lennon “How” 1971
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What is Advocacy?
A strategic process of communication targeted to decision-makers designed to change the way they choose to allocate resources in order to increase program impact through improved policies and/or processes.
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A strategic process…
• Planned in collaboration with other stakeholders in that issue
• Formed through a collaborative process developing a technical consensus on which to base messaging
• With clear objectives and an evidence base to support specific recommendations for action
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…of communication…
• Using multiple channels to convey messages:• Interpersonal: networking from trusted
peers, celebrity/champions, “experts”• Printed: fact sheets, data presented as
information, compelling photos• Mass media: messages designed to create
perception of groundswell of opinion, or introduce an issue
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…targeted…• Information designed and presented to
meet the needs of the decision-maker• Credible: based on evidence, or what
the decision-maker considers trusted sources
• Specific to the issue of concern, focused on specific, shared objectives
• Representing stakeholder consensus of appropriate action to be taken
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…to decision-makers…
• Those persons with the authority to change the allocation of resources key to the resolution of the identified issue
• May also include those who act as “gate-keepers” to the authoritative decision-maker
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…designed to change the way they choose to allocate…• Advocacy creates motivation within a
decision-maker to take a desired action- it sets the stage for a conscious choice to change the allocation of resources
• Note that motivation is internal- it cannot be “provided” from an external source, only catalyzed by external stimuli.
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…resources…
• Money• Human resources/talent/
technical expertise• Commodities• Access to higher-level
decision-makers• Information • Policies
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…to increase program impact…
• Advocacy is:– Embedded in program context with specific
recommendations for action– Linked to program cycle of planning,
implementing, monitoring, revising– Symbiotic with program success --
dependent on program outcomes to maintain advocates’ credibility
– More effective if linked to global priorities
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…through improved policies and/or procedures.• Advocacy to change policy is not
sufficient to ensure improved impact- policies must be reflected in changed implementation procedures
• Often malaria policies are technically sound, but poorly implemented
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“improved”
• Increasing program impact implies assessment in terms of clear objectives with measurable indicators
• For effective advocacy, the increased impact needs to be reported back to both the stakeholders and the decision-makers in meaningful terms
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Effective advocacy is credible
• Based on available evidence• Not exaggerated• Starting from known resource allocations
How can we go forward when we don't know which way we're facing?
John Lennon “How” 1971
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Credible Advocacy is…
• Presented by people considered authoritative by the target audience
• Consistent across presenters• Appropriate to the cultural and
situational context
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Why Advocacy matters
• Decision-makers have variety of demands on resources they control, many with strong public health/ public good justifications
• Allocation decisions determine access to potentially life-saving prevention and treatment resources
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Advocacy matters to them…
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How does Advocacy work?
Take action to
move resources
Decide the issue is worth risking
putting your resources towards it
Realize that
other people care
about this
issue
Become aware of the issue
© Center for Communication Programs, JHBSPH
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Problems/ Issues defined
Stakeholders identified & assembled
Targeted messages and channels designed for specific decision makers
Strategic Advocacy Cycle
Results monitored and reported back to
stakeholders for increased
accountability
Increased resources allocated within
program
Increased scrutiny on management
Improving Malaria Systems
Advocacy activities to:
• Activate leadership and strengthen commitment
• Facilitate partnership and collective action• Monitor and use data
Decision makers:• Aware of issues
and potential solutions,
• Motivated to take action
Decision-makers:• Allocate more
resources to address key problems and issues
Ensuring Decision-makers Take Action
Messages communicated to targets by:
• Champions• Mass media• Public events• News coverage• Peer networks
Catalyzing Change
© Center for Communication Programs, JHBSPH 2008
Setting the Agenda
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Key Steps in Effective Advocacy
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Setting the agenda
• Defining the issue• Identifying &
convening other stakeholders
• Building consensus• Clarifying strategy
steps
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Need to Engage
Currently Engaged
Universities/ResearchInstitutes
Minister ofFinance
ProvincialAdministrators
GFATMCCMs/
PRs
• Bilateral• Donors
• Multilateral • Donors
• Technical• Agencies &• Paetners
• Private• Sector
• RBM • Partnership
• Global• Level
• NMCP
• NDRA
• Nat’l-level• Donors
• Privatre • Sector
• Community • Leaders
• District-level• Implementers
• Other MoH• Departments
• NGOs
• Country • Level
Partner constellations:
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Catalyzing Change
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Translation of Evidence
• Data needs to be analyzed into preliminary findings
• Consensus built within technical community for united front
• Translation into summaries and policy recommendations for each country
• Consolidation into summaries and recommendations for global level
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Channels
Journal articlesNewspapers
Radio broadcastsInformational flyers
Meetings
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Taking action
• Once messages are delivered, followup is required to ensure motivation to take desired action increased
• Additional messages may be needed, or reinforcement
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Monitoring & Reporting
• Without monitoring there is no way to know if advocacy has achieved anything
• Monitoring itself is often a key issue for advocacy
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POLICY ISSUES
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Policy Issues- 2011
GMBP Exhibits (v1.0).ppt
3 Core Components of the Strategy
ELIMINATIONScale-up for impact(SUFI)
Sustained Control
CONTROL
RESEARCH
1 2
3
The Global Malaria Action Plan Process
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In 2011 we’re starting to see change… • 11 endemic countries in Africa are close
to achieving Universal Coverage with LLINs
• Mortality is decreasing with increasing malaria control coverage
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Global context
• Two-pronged strategy: elimination at the fringes, control in the center
• Control at the center is now more complex, and requires:– Complete Scaling-Up in many countries– Transition to Sustained Control in those
who have scaled-up
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Scaling up is conditional
• Universal coverage more common in LLINs, but less so in diagnosis /treatment and IPTp
• Coverage varies geographically within countries
• Coverage is fragile, and tends to decay with time
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Scaling up is conditional
• Filling gaps:– completing scaling-up of key interventions
(LLINs, IPTp, diagnosis & treatment)– maintaining universal coverage
• continuous distribution of LLINs• IPTp in ANC services promotion• Behavior change communication to create and
sustain demand for malaria prevention and treatment services
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Integrating malaria and health services• Integrating and strengthening related
services is both desirable and feasible– ANC– Health facility management, especially
stock management– Education: school programs and school-
based commodity distribution– IMCI and RDTs + antibiotics/ACTs
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Monitoring & Evaluation
• Surveillance and monitoring is critical for identifying gaps, responding to resurgence, targeting resources, and to reporting success justifying investment
• Increasing efficiency: not enough to demonstrate efficacy and coverage, donors will now want to see gains in efficiency and cost-effectiveness
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Monitoring & Evaluation
• Reporting results is critical to sustaining donor commitment and an integral part of strategic advocacy
• Reports are particularly important to target to audiences, and credibility is key
• Increasing need for both hard data, cost data, and success anecdotes
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Challenges & Opportunities
• Retaining adequate funding• Laying the foundation for critical
capacities to support sustained control• Maintaining universal coverage where
achieved• Filling gaps where UC not yet
accomplished
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Funding: need for diversification
• US Congress votes on funding for:– 1/3 of GFATM– President’s Malaria Initiative– USAID non-PMI malaria programs– substantial portion of World Bank malaria
funding• Funding is year-by-year, not guaranteed
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Additional funding sources
• New international donors- BRICS countries, UNITAID, Gulf states
• Endemic country health budgets• Private sector
– Multinational corporations– Endemic country businesses
• Households (already pay large share)
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Opportunities for PCVs
Some suggestions for consideration
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Increasing resources
• Leveraging private sector capacitiesContributions in kind more likely than cash:
• Transport & logistics• Communications and mass media• Distribution via retail networks• Training in management skills
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Improving collaboration
• Adding advocacy skills and actions to bilateral development projects– Building stakeholder coalitions at local
level is difficult for national-level stakeholders
– Incorporating local variations to fit local context is critical, but not feasible without local contacts and knowledge
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District level advocacy
• Government-funded projects often have difficulty funding “advocacy” activities, although there are clear mutual benefits to doing so. Opportunities exist to supplement USAID and other bilateral projects with small grant support to produce advocacy events, providing positive feedback to donors
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Facilitating scale-up
• LLIN distribution– Mass campaigns require intensive micro-
planning at local level, logistic support– Continuous distribution to maintain high
LLIN coverage is likely to be most effective when channels are identified locally and reflect varying capacities
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Promoting integration
• Facilitating adoption of diagnostics and revised IMCI algorithms at health facilities
• Encouraging households to demand diagnosis and appropriate treatment
• Building demand for LLINs through routine distribution channels
• Strengthening surveillance and monitoring
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Behavior change communication
• Training CHWs in interpersonal communication skills
• Field-testing and adapting messages
• Gathering insights into barriers to effective control
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Documenting best practices
• Projects often lack resources to document their successes and are eager for opportunities to do so
• Identifying and justifying “best practices” is valuable and best done at local level to provide the evidence base
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…and many more only you can provide.
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Resources for Advocacy
– Advocacy support from key RBM units• Malaria Advocacy Working Group (MAWG)• Sub-regional networks (SRNs)
www.rollbackmalaria.org
– Advocacy support from International NGOs• FBOs and mission hospital organizations• USAID implementing partners in malaria• Advocacy oriented NGOs- Friends of the
Global Fight, ONE, Malaria No More, Global Health Council