What is Advocacy? Advocacy is Result-Based Communication Who is the most strategic person to deliver the offer/ask What is most strategic way to frame the benefit of what we offer, based on target audience’s value and concern What and How to say it? Who are the decision makers? How do they perceive the offer/ask? What are their value, concern and possible reaction? What are the best channel to deliver the message? What is the call to action? What do we want them to act? How does the action relate to the target audience concerns? Who says what to whom in which channel with what effect An old model but still works! Thanks to Lasswell who coined this in 1948

All Strategic Communication Shares the Same Principles Advertising Love relation Advocacy etc So what are the similarities among these three communication activities?

How does it work? Let’s share your experience Love Story What is your objective? Get to know the person by observing and finding information Profiling Strategy to be considered as the right person based on the profile Find the right way to express your feeling: the right words, in the right place, in the right setting, in the right mood

What does love got to do with it? AFP SMART!

Documentation and monitoring of outputs and outcomes toward impact AFP Advocacy Approach Landscape Assessment Quick Win Achievement Documentation and monitoring of outputs and outcomes toward impact Evidence of Impact Validation of results using evidence and review of the landscape for change SMART Objectives Identification of SMART objectives needed to alter the landscape to produce effective quick wins Speaker notes: FP2020 goals What prolicies needed to get ther The AFP’s approach is cyclical— Is responsive to the policy environment Focuses on decisionmakers and near-term change Monitors and tracks progress Validates results B

AFP SMART in 9 Steps Phase 1 Build Consensus Phase 2 Focus Efforts Decide Who to Involve Step 2 Set SMART Objective Step 3 Identify the Decisionmaker Phase 2 Focus Efforts Step 4 Review the Context Step 5 Know the Decisionmaker Step 6 Determine the Ask Speaker notes: AFP has a 3-phase process for effective strategy development. Phase 3 Achieve Change Step 7 Develop a Work Plan Step 8 Set Benchmarks for Success Step 9 Implement and Assess

Step 2—Set SMART Objective 3 4 5 6 7 8 9 Step 2—Set SMART Objective What are we trying to accomplish and what can we do now? Specific indicates what will be achieved and by what means Measurable framed with quantitative or qualitative descriptors Attainable is within reach Relevant contributes to the overall goal of your advocacy efforts Time-bound sets a specific date for achievement Instructional notes: Discuss with the group what the mnemonic means for those unfamiliar with SMART. Post SMART to be visible throughout the session. B

Many SMART Objectives to Reach One Goal 2 3 4 5 6 7 8 9 Many SMART Objectives to Reach One Goal NOW Children in CenKa neighborhood have no safe, clean space to play outside GOAL Children in CenKa neighborhood have a safe, clean space to play outside Objective 1 Kampala Resident City Commissioner signs ordinance to schedule fixed days for waste pick-up in Central Kampala division, as a pilot Objective 2 Neighborhood association organizes volunteer brigade to convert existing space into a playground for young children over two weekends Objective 3 Division Councillor for Central Kampala division signs order releasing funds for speed bumps and one-way conversion of neighborhood streets Objective 4 GTZ provides sports equipment and supplies to neighborhood association Objective 5 Kampala Resident City Commissioner signs ordinance to enable neighborhood association to use land for team sports for older children Speaker notes: Many SMART objectives are needed to reach the Broad Goal. When an objective is achieved, it is a Quick Win. Sample context: (issues identified include fast traffic and rubbish rarely collected on time, leaving outside area unhygienic). B

Our Goal and Objectives 2 3 4 5 6 7 8 9 Our Goal and Objectives What do we hope to achieve in the long term? What are the short-term SMART objectives of our advocacy? What do we do first? Long-term Goal Placeholder Instructional notes: Replace the long-term goal placeholder with the FP2020 commitment or Ouagadougou Partnership goal for your country or a similar long-term goal. Use the slide questions to fill out Group Work 2.1. B

Step 3—Who Makes the Decisions? 4 5 6 7 8 9 Step 3—Who Makes the Decisions? Who has the power to help ensure that your issue is addressed? For example, who can ensure that contraceptive supplies and services are available for women who would want and need them? Academia Researchers Professors Healthcare Providers Doctors Midwifes Private Sector Economists Healthcare providers Civil Society Nongovernmental Organizations Faith-based Organizations Women’s Associations Youth Groups Advocacy Officers Government Minister of Health Minister of Gender Minister of Finance Advisors to the Minister Technical Officers Speaker notes: We want to identify the appropriate person who has authority to make a decision. He/she may not be at the highest level. You may need to persuade more than one person or the leadership of a governing body. Don’t hesitate to take a break to find out more about the decision-making process or take note of what else you need to know about a decisionmaker or the process. Don’t assume there is only one decisionmaker.

Group Work 3.1 Box 3.1 Identify Decisionmaker: 3 4 5 6 7 8 9 Speaker notes: How are decisions made on our issue? Who is in the best position to help achieve our objective? Who can make our objective a reality? Why is this person important? Instructional notes: Fill in Box 3.1 as a group. Instructions are on page 8 of the AFP SMART guide. Agree on one decisionmaker per SMART objective and state why he/she was chosen. Post the decisionmaker’s name in the front of the room or on a wall.

Step 5—What Do We Know About the Decisionmaker? 6 7 8 9 Step 5—What Do We Know About the Decisionmaker? What is their background? What are their core concerns? Have they made any statements for or against family planning? Whose opinion do they care most about? Are they willing and able to act on issues they care about? Speaker notes: What else do we want or need to know? What other questions should we ask? Instructional notes: Use these questions to fill in the “Knowledge” section of Box 5.1.

What Does the Decisionmaker Value? 5 6 7 8 9 What Does the Decisionmaker Value? Maternal health or women’s rights? Cost-effectiveness of public health programs? Young people? Socio-economic development? Cost-effectiveness? Speaker notes: What matters most to our decisionmaker? Is policy action on our issue a way to advance their careers or reputations? Is it an election year? These questions help define what our decisionmaker values. Instructional notes: Use these questions to fill in the “Values” section of Box 5.1.

How Do We Best Approach Each Decisionmaker? 5 6 7 8 9 How Do We Best Approach Each Decisionmaker? Provide information Why is our issue important? Encourage the will to act What is most likely to persuade the decisionmaker to take action? Recognize their leadership How can we thank the decisionmaker publicly and celebrate his/her role in securing a win? Speaker notes: Provide evidence—demonstrate why the issue is important, what can be done to prioritize it, and what changes to expect as a result. Encourage action—show the decisionmaker objective can be accomplished with relative ease: How is acting beneficial to the decisionmaker? How does it fit within his/her agenda/position? Recognize their leadership—thank him or her for past work in order to encourage continued support of your issue. Instructional notes: Use these questions to fill in the “Willingness to Act” section of Box 5.1.

Group Work 5.1 Decisionmaker Name (from Box 3.1): Knowledge: 6 7 8 9 Group Work 5.1 Decisionmaker Name (from Box 3.1): Box 5.1 Core Value Knowledge: Values: Willingness to Act: Instructional notes: Summarize results from slides 28–30. Develop a core value of what the decisionmaker values most (often broader than family planning). See instructions on page 13 of the AFP SMART guide.

The Five-Point Message Box 6 7 8 9 The Five-Point Message Box 5. Answer the question: “What is the benefit?” 2. Enter core concerns (Step 5) 3. Anticipate objections and prepare response 4. Articulate the SMART ask 1. Enter decisionmaker’s name (Step 3) Speaker notes: The Message Box builds on information from steps 3 and 5. B

The Five-Point Message Box—Example 6 7 8 9 The Five-Point Message Box—Example 5. Benefit: Health gains for underserved groups (e.g., lower maternal mortality) 2. Core concern: All women do not have equal access to healthcare 3. Objection: Universal access is too expensive Response: Family planning is one of the most effective investments 4. SMART ask: Create a line item for family planning in the budget 1. Decisionmaker: Budget analyst for the Minister of Finance [Name of person] Instructional notes: Adjust the example to your context. Go through the example with the group, identifying how it fits into the Message Box. B

Documentation and monitoring of outputs and outcomes toward impact AFP Advocacy Approach Landscape Assessment Quick Win Achievement Documentation and monitoring of outputs and outcomes toward impact Evidence of Impact Validation of results using evidence and review of the landscape for change SMART Objectives Identification of SMART objectives needed to alter the landscape to produce effective quick wins Speaker notes: FP2020 goals What prolicies needed to get ther The AFP’s approach is cyclical— Is responsive to the policy environment Focuses on decisionmakers and near-term change Monitors and tracks progress Validates results B

AFP SMART in 9 Steps Phase 1 Build Consensus Phase 2 Focus Efforts Decide Who to Involve Step 2 Set SMART Objective Step 3 Identify the Decisionmaker Phase 2 Focus Efforts Step 4 Review the Context Step 5 Know the Decisionmaker Step 6 Determine the Ask Speaker notes: AFP has a 3-phase process for effective strategy development. Phase 3 Achieve Change Step 7 Develop a Work Plan Step 8 Set Benchmarks for Success Step 9 Implement and Assess