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AFP SMART A Guide to Quick Wins

Learn how to develop an effective advocacy strategy by understanding key terms, concepts, and the SMART approach. Discover the 3 essential phases for success and how to achieve quick wins through SMART objectives. Follow the 9-step AFP SMART process to reach your advocacy goals efficiently.

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AFP SMART A Guide to Quick Wins

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  1. AFP SMARTA Guide to Quick Wins Reach the Right Decisionmaker with the Right Message at the Right Time • September 2015

  2. Overview Developing an effective strategy requires understanding • Key advocacyterms 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

  3. 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

  4. Types of Quick Wins

  5. 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

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

  7. AFP Advocacy Approach Landscape Assessment Evidence of Impact Validation of results using evidence and review of the landscape for change SMART Objectives Identification of SMART objectivesneeded to alter the landscape to produce effectivequick wins Quick Win Achievement Documentation and monitoring of outputs and outcomes toward impact

  8. AFP SMART in 9 Steps Phase 1 Build Consensus Step 1 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 Phase 3 Achieve Change Step 7 Develop a Work Plan Step 8 Set Benchmarks for Success Step 9 Implement and Assess

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

  10. Step 1—Decide Who to Involve Private Sector Government Healthcare Providers Academia Civil Society 1 4 7 2 5 8 3 6 9

  11. Step 2 Set SMART Objective 4 7 2 5 8 3 6 9

  12. Step 2—Set SMART Objective What are we trying to accomplish and what can we do now? 4 7 2 5 8 3 6 9

  13. 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 CenKa neighborhood, by April 11 4 7 2 5 8 3 6 9

  14. Many SMART Objectives to ReachOne Goal GOAL Children in CenKa neighborhood have a safe, clean space to play outside NOW Children in CenKa neighborhood have no 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 4 7 2 5 8 3 6 9

  15. 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 4 7 2 5 8 3 6 9

  16. Group Work 2.1 4 7 2 5 8 3 6 9

  17. Step 3 Identify the Decisionmaker 4 7 5 8 3 6 9

  18. 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 Private Sector Economists Healthcare providers Academia Researchers Professors Government Minister of Health Minister of Gender Minister of Finance Advisors to the Minister Technical Officers Civil Society Nongovernmental Organizations Faith-based Organizations Women’s Associations Youth Groups Advocacy Officers Healthcare Providers Doctors Nurses Midwifes 4 7 5 8 3 6 9

  19. Group Work 3.1 4 7 5 8 3 6 9

  20. Step 4 Review the Context 4 7 5 8 6 9

  21. 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 4 7 5 8 6 9

  22. Group Work 4.1 4 7 5 8 6 9

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

  24. 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? 7 5 8 6 9

  25. What Does the Decisionmaker Value? • Maternal health or women’s rights? • Cost-effectiveness of public health programs? • Young people? • Socio-economic development? • Cost-effectiveness? 7 5 8 6 9

  26. 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? 7 5 8 6 9

  27. Group Work 5.1 Decisionmaker Name (from Box 3.1): Knowledge: Box 5.1Core Value Values: 7 5 8 6 9 Willingness to Act:

  28. Step 6 Determine the Ask 7 8 6 9

  29. 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 7 8 6 9

  30. 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 7 8 6 9

  31. 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 7 8 6 9

  32. Group Work 6.1 Rational Emotional 7 8 6 9 Ethical

  33. The Five-Point Message Box 2. Enter decisionmaker’score concerns (Step 5) 3. Anticipate objections and prepare response 1. Enter decisionmaker’s name (Step 3) 5. Answer the question: “What is the benefit?” 4. Articulate the SMART ask 7 8 6 9

  34. The Five-Point Message Box—Example 2. Decisionmaker’score 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 1. Decisionmaker: Budget analyst for the Minister of Finance [Name of person] 5. Benefit: Health gains for underserved groups (e.g., lower maternal mortality) 4. SMART ask: Create a line item for family planning in the budget 7 8 6 9

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

  36. Enter Core Concerns 2. Enter decisionmaker’score concerns (Step 5) 3. Anticipate objections and prepare response 1. Enter decisionmaker’s name (Step 3) 5. Answer the question: “What is the benefit?” 4. Articulate the SMART ask 7 8 6 9

  37. Anticipate Objections and Prepare Response 2. Enter decisionmaker’score concerns (Step 5) 3. Anticipate objections and prepare response 1. Enter decisionmaker’s name (Step 3) 5. Answer the question: “What is the benefit?” 4. Articulate the SMART ask 7 8 6 9

  38. Articulate the SMART Ask 2. Enter decisionmaker’score concerns (Step 5) 3. Anticipate objections and prepare response 1. Enter decisionmaker’s name (Step 3) 5. Answer the question: “What is the benefit?” 4. Articulate the SMART Ask 7 8 6 9

  39. Answer the Question: “What Is the Benefit?” 2: Enter decisionmaker’score concerns (Step 5) 3: Anticipate objections and prepare response 1: Enter decisionmaker’s name (Step 3) 5: Answer the question: “What is the benefit?” 4: Articulate the SMART ask 7 8 6 9

  40. Group Work 6.2 7 8 6 9

  41. 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 7 8 6 9

  42. Determine the Messenger Policymaker Celebrity CommunityMembers 7 8 6 9

  43. 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? 7 8 6 9

  44. Group Work 6.3 7 8 6 9

  45. Step 7 Develop a Work Plan and Budget 1 4 7 2 5 8 3 9

  46. 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? 1 4 7 2 5 8 3 9

  47. Group Work 7.1 1 4 7 2 5 8 3 9

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