AFP SMART A Guide to Quick Wins Reach the Right Decisionmaker with the Right Message at the Right Time Instructional notes: Start by having participants state their name, organization, and one example of an advocacy effort they think was successful and why. If they were involved in that effort, even better. November 2015

Overview Developing an effective strategy requires understanding Key advocacy terms and concepts Goal Objective Quick Win SMART The 3 phases essential to ensuring success Phase 1 Build Consensus Phase 2 Focus Efforts Phase 3 Achieve Change

Definitions and Key Concepts Goal Long-term outcome to describe the overall mission or purpose of a project, usually supported by several objectives Objective Brief statement of intent describing the specific outcome sought Quick Win Discrete, critical policy or funding decision that must occur in the near term to achieve a broader goal Instructional notes: Stop and ask if any clarification is needed.

Types of Quick Wins Funding Policy Visibility District budget for village and workplace family planning interventions increases by 54% from 190,000N to 293,000N by December 2015 Policy National family planning guidelines are amended to allow community-based distribution of contraceptive injectables by mid-January 2016 Visibility Government announces Family Planning 2020 (FP2020) commitment at the International Conference on Family Planning on November 11, 2015

The Secret to a Quick Win Focus our energy and attention on opportunities for action that have the highest potential for impact in the near term Speaker notes: Quick wins build on each other to reach a long-term goal. “Near term” usually means what can be accomplished within 3 or 6 months to a year.

Definitions and Key Concepts SMART A SMART objective increases the likelihood of achieving a Quick Win Specific Measurable Attainable Relevant Time-bound

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: 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

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 Decision maker 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 Bench marks for Success Step 9 Implement and Assess

Speaker notes: The first phase involves 3 steps, during which we will Discuss ideas to reach our long-term goal Set an initial objective Identify our decisionmaker

1 2 3 4 5 6 7 8 9 Step 1 Decide Who to Involve

Step 1—Decide Who to Involve 2 3 4 5 6 7 8 9 Step 1—Decide Who to Involve Private Sector Government Healthcare Providers Speaker notes: We have already completed much of Step 1 by bringing this group together. This is a list of possible groups to involve, which may include those present or others who should be included in the future. Instructional notes: During discussion, it may become apparent that others should be involved. Keep a list if they are not present. Put a sticky note/sheet of paper on the wall for this list. Academia Civil Society

2 3 4 5 6 7 8 9 Step 2 Set SMART Objective Speaker notes: In Step 2, we identify a SMART, Quick Win-focused objective for our advocacy strategy.

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.

Sample Advocacy Goal and SMART Objective 2 3 4 5 6 7 8 9 Sample Advocacy Goal and SMART Objective Goal To have a safe, clean space for children to play outside SMART Objective Kampala Resident City Commissioner signs ordinance to schedule fixed days for waste pick-up in Central Kampala division including Uganda neighborhood, by April 11 Speaker notes: How is this objective SMART and will it achieve a Quick Win? Instructional notes: Discuss as a group how/why this is a SMART objective how it will lead to a Quick Win.

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 Uganda neighborhood have no safe, clean space to play outside GOAL Children in Uganda 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).

FP2020 HINTS Increased funding; Change in a law, policy, or regulation; Improved implementation or accountability of an existing law, policy, or regulation.

Nigerian Context -2014 Family Planning in Nigeria The current CPR (2013) is 15% and the modern CPR is 10%; however, relatively little progress has been made over the past five years. The goal is to increase CPR to 36% by 2018; this target was announced at the London Family Planning Summit (2012). 400,000 infant and 700,000 child deaths will be averted by achieving the CPR goal.

Nigerian Context -2014….. 1.6 million unintended pregnancies will be averted by achieving the CPR goal. Approximately US$600 million is needed to achieve Nigeria’s FP goals. Increased commitments from federal, state, and local governments; donors; and all stakeholders are needed to meet these ambitious goals and achieve these enormous benefits.

 Service delivery  Supplies and commodities  Demand generation and behaviour change communications  Regulation and policy  Financing

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.

Group Work 2.1 Box 2.1 Broad Goal: Smart Objective: 2 3 4 5 6 7 8 9 Speaker notes: Let’s narrow the list down to one objective: Which is the highest priority? Which is most achievable in the short term? Which has the greatest potential to help reach our long-term goal? Which must be realized BEFORE other objectives can be addressed? If taking on more than one objective, remember each one must have its own advocacy strategy. Ensure that your objective meets all the SMART criteria. Don’t make the mistake of selecting an overly ambitious objective. You may need to strategize for a while to get an objective that can be met in the near term. Instructional notes: Fill in Box 2.1 as a group. Instructions are on page 11 of the AFP SMART guide. Agree on one long-term goal and one SMART objective. Post the goal and objective in the front of the room or on a wall.

Identify the Decisionmaker 3 4 5 6 7 8 9 Step 3 Identify the Decisionmaker Speaker notes: We want to identify a specific person who has the power to achieve our objective. We will tailor our advocacy strategy to this person.

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? Example Decisionmakers Academia Researchers Professors Healthcare Providers Doctors Nurses 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? Who does he/she listen to? (Start a short list of allies/messengers) Instructional notes: Fill in Box 3.1 as a group. Instructions are on page 12 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.

Speaker notes: Phase 2 focuses our efforts on reviewing the context, knowing our decisionmaker, and determining our “ask.” Instructional notes: Consider pausing for a session break.

4 5 6 7 8 9 Step 4 Review the Context Speaker notes: Context helps explain external factors. External factors can influence our ability to succeed. This step is similar to a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis.

Step 4—What Is the Decision-making Context? 5 6 7 8 9 Step 4—What Is the Decision-making Context? Placeholder Insert photos or statements representing what decisionmakers or other influential individuals or bodies are saying about the issue to be addressed by your goal and objective Speaker notes: Strategies may differ depending on the political or decision-making context. Instructional notes: Replace the placeholder to reflect the environment in which the strategy will be implemented and then other dissimilar environments. Discuss the differences between the environments and how a strategy would change depending on where it was implemented. Consider referring to a previously developed landscape assessment or external review that assesses your organization’s opportunities and challenges from an environmental perspective.

Box 4.1 External Challenges Box 4.1 External Opportunities 5 6 7 8 9 Group Work 4.1 Box 4.1 External Challenges Box 4.1 External Opportunities Speaker notes: What is happening in the environment that will influence our ability to achieve the objective? What is being said about our issue? Where do people stand? Are there events or policy decision points to build on? What is the opposition like? Where is the strategy being implemented? Is there competition for resources or attention that we might face? Instructional notes: Discuss with the group the context of the issue. Identify external opportunities and challenges and record them in Box 4.1. Instructions are on page 14 of the AFP SMART guide.

Know the Decisionmaker 5 6 7 8 9 Step 5 Know the Decisionmaker

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 17 of the AFP SMART guide.

6 7 8 9 Step 6 Determine the Ask Speaker notes: Step 6 will help us frame our supportive arguments and construct our message. Shape how to ask your decisionmaker to act. Think about how people make decisions. Instructional notes: The “ask” should be consistent with the SMART objective. Make sure to allocate at least 2 hours for Step 6.

Step 6—What Is Our “Ask” and How Can We Support It? 7 8 9 Step 6—What Is Our “Ask” and How Can We Support It? Support the ask through Rational arguments Use facts or evidence Emotional arguments Use evocative stories and photos Ethical arguments Use a rights-based approach Speaker notes: Before constructing the “ask,” we must understand how we support it. Consider how to frame the arguments in three ways: Rational arguments use evidence from credible sources showing current research and proven results. Emotional arguments add human dimension. Ethical arguments take into account justice and social/cultural norms.

From an Ask to a Quick Win 6 7 8 9 From an Ask to a Quick Win Example: Advocates considered what was needed to amend the national family planning guidelines to enable community health workers to provide contraceptive injectables FP2020) - Supports the rights of women and girls to decide, freely, and for themselves, whether, when, and how many children they want to have. Instructional notes: Add photos from Kenya or a snapshot of the AFP Kenya case study. OR Replace the case study example with one relevant to your country and context, with corresponding photos.

How Did They Do It? Rational Emotional Ethical 6 7 8 9 How Did They Do It? Rational Piloted demonstration project documents that community health workers provide injections safely Emotional Recognized nurses’ empathy that women receive high-quality healthcare Ethical Stressed that community-based care would overcome inequity between women living in rural and urban areas and among the wealthiest and the poor

Group Work 6.1 Box 6.1 Identify Decisionmaker: Rational Emotional 7 8 9 Group Work 6.1 Box 6.1 Identify Decisionmaker: Rational Emotional Instructional notes: Fill in Box 6.1. Instructions are on page 20 of the AFP SMART guide. Brainstorm different rational, emotional, and ethical arguments to support your objective. Ethical

The Five-Point Message Box 6 7 8 9 The Five-Point Message Box 5. Answer the question: “What is the benefit?” 2. Enter decisionmaker’s 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.

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. Decisionmaker’s core concern: Lack of funds needed for all development activities 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.

Enter the Decisionmaker’s Name 6 7 8 9 Enter the Decisionmaker’s Name 5. Answer the question: “What is the benefit?” 2. Enter decisionmaker’s core concerns (Step 5) 3. Anticipate objections and prepare response 4. Articulate the SMART ask 1. Enter decisionmaker’s name (Step 3) Instructional notes: Enter the decisionmaker’s name from Step 3 in Box 6.2.

Enter Core Concerns 2. Enter decisionmaker’s core concerns 6 7 8 9 Enter Core Concerns 5. Answer the question: “What is the benefit?” 2. Enter decisionmaker’s core concerns (Step 5) 3. Anticipate objections and prepare response 4. Articulate the SMART ask 1. Enter decisionmaker’s name (Step 3) Instructional notes: Enter the core value from Step 5 in Box 6.2. Remind the group not to make any assumptions about the decisionmaker: Do you really know his/her values?

Anticipate Objections and Prepare Response 6 7 8 9 Anticipate Objections and Prepare Response Reduce Unintended pregnancies Reduce the rate of abortions which contribute to maternal mortality Better healthier lives for both mother and child Funds to promote the activities in church The capacity of church leaders to conduct the health talks in church 3. Objection: Disruption of the calender events in church Response: due to the mgnitude of the FP problem there need to be a modification to include FP topics Approval to intensify the health talk about family planning and its benefits in the existing church system. This will increase demand for FP and respond to the low CPR in Nigeria The Top most Leader of ECWA, AGN, SDA, EYN, BAPTIST, COCIN, ANGLICAN Speaker notes: Anticipate the decisionmaker’s objections and prepare responses. What information is most relevant to the core values/challenges of the decisionmaker? Instructional notes: Discuss objections and responses using arguments from Box 6.1. Fill in answers in Box 6.2. Instructions are on page 22 of the AFP SMART guide.

Articulate the SMART Ask 6 7 8 9 Articulate the SMART Ask 5. Answer the question: “What is the benefit?” 2. Enter decisionmaker’s core concerns (Step 5) 3. Anticipate objections and prepare response 4. Articulate the SMART Ask 1. Enter decisionmaker’s name (Step 3) Speaker notes: What can we realistically achieve from our objective? What can the decisionmaker realistically do? What will the decisionmaker be comfortable doing? What do we want to ask the decisionmaker to do? Instructional notes: Use answers to fill in Box 6.2. Instructions are on page 22 of the AFP SMART guide.

Answer the Question: “What Is the Benefit?” 6 7 8 9 Answer the Question: “What Is the Benefit?” 5: Answer the question: “What is the benefit?” 2: Enter decisionmaker’s core concerns (Step 5) 3: Anticipate objections and prepare response 4: Articulate the SMART ask 1: Enter decisionmaker’s name (Step 3) Speaker notes: Why is acting beneficial to the decisionmaker/people/ community/country? How does it reinforce the decisionmaker’s values and benefit him/her? Instructional notes: Use these questions to fill in Box 6.2. Instructions are on page 22 of the AFP SMART guide.

Group Work 6.2 1. Decisionmaker’s Name: 7 8 9 Group Work 6.2 1. Decisionmaker’s Name: 2. Decisionmaker’s Core Concerns: 3. Objection: 4. SMART Ask: 5. To What End?: Instructional notes: Complete Box 6.2.

6 7 8 9 Message and Messenger Each team member should be able to deliver the message and the supporting message points Remember: the messenger is as important as the message Speaker notes: A common mistake is to think that the conviction and expertise are the best qualifications of a messenger. It is important to consider whether the decisionmaker will listen to her or him. The right message delivered by the wrong messenger is likely to be dismissed.

Determine the Messenger 6 7 8 9 Determine the Messenger Policymaker Celebrity Community Members Speaker notes: Consider who will make an appropriate messenger: Who has access? Who is influential? Who will the decisionmaker listen to? Who do we have access to? If the messenger is not a member of the group developing the advocacy strategy, develop a plan to enlist his/her support. Instructional notes: Replace placeholders with different types of messengers appropriate to your context. Determine with your team the best messenger for your decisionmaker. Fill in name of messenger and why he/she was chosen into Box 6.3.

6 7 8 9 Deliver the Message Will your request be part of an informal discussion or require a formal presentation? How much time will you have to make your case? If more than one of you is involved in the meeting, who will present the issue and who will ask the decisionmaker to act? How will you follow up after the meeting? Is another meeting needed? Speaker notes: Prepare to deliver the message and advocacy “ask.” Think about context of the meeting with the decisionmaker.

Group Work 6.3 Box 6.3 Messenger Name: 6 7 8 9 Speaker notes: Don’t assume your decisionmaker knows as much as you do about your issue. Don’t be defeated if your meeting with the decisionmaker does not go as you planned. Instructional notes: Develop role plays to present the “ask.” This could be done in pairs or as a single group. Each person should practice being both the decisionmaker and the messenger. The messenger should use the arguments from Box 6.1 to persuade the decisionmaker. The decisionmaker should use the values from Step 5 to respond to arguments. Use the Message Box to critique each person’s “ask” and responses. Discuss each role play on how the messenger responded to the decisionmaker and how to be more persuasive.

Speaker notes: Phase 3 will help develop a work plan and move toward implementation. Instructional notes: Break for the day. Consider previewing the next steps and assigning “homework” if needed for the work plan.

Step 7—Assess Internal Resources 1 2 3 4 5 7 8 9 Step 7—Assess Internal Resources Do we have financial resources? Do we have the time? Do we have the data to support our request? Do we have human resources? Speaker notes: What resources do we have as a group? What do we lack or what challenges do we face within our group (meaning, within our advocacy coalition, not within our geographical setting or individual organization)? What organizational staff or volunteer resources do we have? Are we well known to our decisionmaker? Do we have connections to larger coalitions, networks, or working groups that may provide insight on such things as the political environment, needed evidence, or the realities of family planning service delivery? Do we have relationships with prominent spokespeople, access to funds, alliances with powerful professional associations, expertise on the issue, and/or research/evidence? Instructional notes: Discuss and use these questions to fill in Box 7.1. Instructions are on page 28 of the AFP SMART guide. INPUTS

Box 7.1 Internal Challenges Box 7.1 Internal Opportunities 2 3 4 5 7 8 9 Group Work 7.1 Box 7.1 Internal Challenges Box 7.1 Internal Opportunities

Specify Advocacy Activities 1 2 3 4 5 7 8 9 Specify Advocacy Activities How will the activity further our objective? How does it relate to what the decisionmaker considers important? Is the activity worth the time and money it will require? Is the activity needed to achieve a Quick Win? Is the activity SMART? Speaker notes: Our advocacy strategy is focused on a decisionmaker. Activities are actions that Take advantage of existing internal/external opportunities Directly link to helping the decisionmaker to act Should help move our objective forward What is easiest for group members to accomplish? Example activities: A field visit for an official to understand contraceptive injectables can be safely administered by community A one-on-one meeting with decisionmaker An advocacy strategy focused on decisionmakers and a near-term Quick Win rarely includes activities to raise awareness or generate media coverage. Instructional notes: Create a list of possible activities and narrow them down using the questions on the slide.

Group Work 7.2 Box 7.2 Basic Work Plan Template 1 2 3 4 5 7 8 9 SMART Objective Next Steps/ Input Activities Estimated Budget Person(s) Responsible Timeline Speaker notes: Create a detailed work plan with a timeline, assignments, and deadlines for activities. Ensure activities all directly contribute to making the objective happen and are SMART. Emphasize the R (Is it Realistic?). Instructional notes: Use the previous slide to complete Box 7.2. Instructions are on page 29 of the AFP SMART guide. Prioritize 4–5 activities key to achieving the end goal. Make sure the activities build on each other.

Set Benchmarks for Success 1 2 3 4 5 8 9 Step 8 Set Benchmarks for Success Speaker notes: How will we know if our plan is succeeding?

Step 8— Three Ways to Measure Success 1 2 3 4 5 8 9 Step 8— Three Ways to Measure Success Outputs—Did you carry out all the advocacy activities in your work plan? Outcomes—Did you fulfill your SMART objectives and achieve a Quick Win? Impact—Did your Quick Win improve the situation for those who need and want access to family planning? Speaker notes: Output example: policy brief; a crucial meeting with a messenger. Outcome is the Quick Win. Impact is how the policy changed health/rights. All three are essential to monitoring progress.

GTZ provides sports equipment and supplies to neighborhood association 1 2 3 4 5 8 9 Sample Benchmarks NOW Children in Uganda neighborhood have no safe, clean space to play outside GOAL Children in Uganda 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 Instructional notes: Remind the group of the example quick wins from Step 2.

Sample Benchmarks SMART Objective: 1 2 3 4 5 8 9 Sample Benchmarks SMART Objective: Kampala Resident City Commissioner signs ordinance to schedule fixed days for waste pick- up in Central Kampala division, as a pilot Outputs—One-on-one meeting with city commissioner; a brief with data on previous successful pilot waste pick-up projects Outcomes—Signing of ordinance; resources allocated in city commission budget Impact—Did your Quick Win improve the situation? What’s the next objective? Speaker notes: Are there any other examples of possible outputs or outcomes? Instructional notes: Use the example to demonstrate concrete examples of outputs and outcomes and brainstorm additional examples.

Box 8.1 Indicators of Progress 2 3 4 5 8 9 Group Work 8.1 Box 8.1 Indicators of Progress Anticipated Outputs Anticipated Outcomes (Quick Wins): Speaker notes: What are some indicators of our progress? Instructional notes: Create a list of anticipated outputs in Box 8.1. Instructions are on page 31 of the AFP SMART guide.

1 2 3 4 5 9 Step 9 Implement and Assess

Step 9—Putting it All Together 1 2 3 4 5 9 Step 9—Putting it All Together 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: It is important to revisit and be flexible with the advocacy strategy, depending on changing circumstances. Instructional notes: Remind the group of the importance of documenting and monitoring quick wins.

Assessing Our Impact We assess 1 2 3 4 5 9 Assessing Our Impact We assess Because advocacy can produce useful results To capture longer-term gains from quick wins To better explain the value of our investments in advocacy To keep our eyes on the long-term impact as we track our quick-wins

What Do You Do After a Quick Win? 1 2 3 4 5 9 What Do You Do After a Quick Win? Review your plan Ask: What must happen next to get to your goal? Has your landscape changed? Is the next objective still correct? Should you reformulate your advocacy strategy? Should you add another objective? Speaker notes: A series of quick wins are usually required to achieve the end goal. After each Quick Win, assess the landscape again and see if you need to change course.

1 2 3 4 5 9 Time to Take Action What are our immediate actions following this meeting? Review assignments and next steps Set up the next phone or in-person follow-up on progress Evaluate progress against benchmarks to ensure that we are on track Instructional notes: Determine follow-up mechanisms. Ensure the team knows their next steps and how the advocacy strategy will move forward.

AFP Advocacy Portfolio: http://advancefamilyplanning.org/portfolio For More Information AFP Advocacy Portfolio: http://advancefamilyplanning.org/portfolio

Evaluation