1. 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

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

3. 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

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

5. 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

6. 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

7. Step 2—Set SMART Objective3 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

8. Many SMART Objectives to Reach One Goal2 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

9. Our Goal and Objectives2 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

10. 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.

11. 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.

12. 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.

13. 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.

14. 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.

15. 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.

16. The Five-Point Message Box6 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

17. The Five-Point Message Box—Example6 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

18. 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

19. 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