OUROverview

COMPANY of SMART Advocacy Training:

A Guide to Quick Wins

Reach the Right Decision maker

with the Right Message
at the Right Time
October 2017|Umuiaha, Abia State, Nigeria
 Overview

v Key Concepts and Definition

v Attributes of an Advocate

v AFP’s Theory of Change

v Types of Quick Wins

v Secret of to quick wins

The Challenge Initiative Nigeria 3

 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
▶ Distinct, critical policy or funding decision that must occur in
the near term to achieve a broader goal

The Challenge Initiative Nigeria 4

 What is Advocacy

The Challenge Initiative Nigeria 5

 Advocacy Activism SBCC
Description Advocacy is a broad set of Activism can be described as the use of SBCC is an evidence and research-
coordinated interventions direct, often confrontational action, such as based process of using
directed at placing a demonstration or strike, in opposition to or communication to promote behaviors
policy/funding improvements support of a cause to bring about social that lead to improvements in select
high on the political and change, political change, economic justice, social outcomes. BCC intends to
development agenda, to secure or environmental wellbeing. foster necessary actions in the
international and local home, community, health facility or
DECISION MAKERS
society that improve for instance
commitment and action
health outcomes - promoting healthy
lifestyles or preventing and limiting
the impact of health problems using
an appropriate mix of interpersonal,
group and mass media channels

Perceptions • Displayed as a process of • ‘activism’ is apprehensive and

dialogue, friendly exchange dumped ‘dirty’
• A tool to create social and • Depicted as a more radical process,
political change involving FORCEFUL type of actions
• Often seen as working such as protests etc
“within the system” to • A tool to create social and political
generate change change
• Seen as working “outside the system”
to generate change
 Advocacy Activism SBCC
Targets • Decision Makers Centric • Public leaders
• Variety of groupings depending
• Decision-makers on an issues
• Call for mass actions • Individuals and communities,
• Opinion leaders,
• Religious groups,
• The media
• Variety of groupings depending
on an issues

Forms/Activities/ • Public speaking, • Protest, • Social Mobilisation

Actions/ channels • Media campaigns, • Dissent, • Dialogues,
• Conducting and publishing • Strikes, • Negotiation and Consensus,
research, • Boycotts, • Mass Media,
• Petitions, • Rallies, • Interpersonal communication,
• Meeting with government • Street Marches, • Peer-to-peer
officials, • Sit-ins, and hunger strikes • Street theater,
• Etc.

Purpose • Political Commitment and Action • Quick cause correction Social mobilisation for development
• Resource Mobilization - demanding political
domestic and foreign commitment and action
• Promotes accountability • Promotes accountability
• Unblocks policy bottlenecks
 Defining Advocacy

Evidence based collective efforts or strategy mostly

targeting decision makers and designed to influence
actions, programs or policies of any type of an
institution

The Challenge Initiative Nigeria 8

 Attributes of an advocate:
q Diplomatic
q Informed - basis - credible evidence
q Strategic and Flexible
q Mobilizer
q Patient but Persistent
q Appealing and Resourceful
q Synergistic – Teamwork

The Challenge Initiative Nigeria 9

Why is Advocacy Critical in Family Planning Programming?

q Create Enabling Policy Environment for Program

Implementation
q Increase resources and funding for FP in Supported State,
LGAs and Communities
q Increase/Amplify Voices for FP in Supported States, LGAs and
Communities
q Change FP uptake and or Service Quality in supported
Facilities
The Challenge Initiative Nigeria 10
 AFP’s Theory of Change
Stage 4:
Stage 1: FP Change in
Stage 2: Stage 3:
Regulation FP uptake
Resources Change in
Change or allocated to or service
Landscape quality
budget increase FP provision of FP
allocated services services

At each stage:
▶ Use AFP-SMART to identify barrier and quick win(s)
▶ Use cascade analysis to document quick win
▶ Use decision tree to track progress towards impact (stage 4)
▶ Provide additional documentation that barrier is addressed
▶ Consider feasibility of going to next stage
 Types of Quick Wins

Strengthen the Advocacy Core Group to increase family planning

Funding budget line and approval and releases in the state

Ensure that all Community Health Workers are trained to provide

Policy support in line with Task Shifting Task Sharing Policy

The Nigeria Government announces new FP2020 commitment at the

Visibility London Family Planning Summit in July 2017
 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
AFP SMART in 9 Steps

Step 3
Phase 1 Step 1 Step 2
Identify the
Build Decide Who to Set SMART
Decisionmake
Consensus Involve Objective
r

Step 5
Phase 2 Step 4 Step 6
Know the
Focus Review the
Decisionmake
Determine the
Efforts Context Ask
r

Step 8
Phase 3 Step 7 Step 9
Set
Achieve Develop a
Benchmarks
Implement
Change Work Plan and Assess
for Success
OUR COMPANYPHASE 1: STEP 1

Decide Who to Involve

Step 1—Decide Who to Involve 1

4
2

5
3

7 8 9

Private Sector
Government
Healthcare Providers
Academia
Civil Society
Step 1—Decide Who to Involve 1 3

4 5 6

7 8 9

What dictates who to involve?

ü Landscape analysis
ü Draft objectives to be validated
Which other entities have you found most useful?
ü Community representatives
ü Political leaders
What lessons have you have learned in bringing
all the desired key constituents together?
ü Institutional reps as opposed to the particular
officer needed
ü Session timing and in-person attendance
 2 3

4 5 6

7 8 9

Step 2
Set SMART
Objective
Step 2—Set SMART Objective 4
2

5
3

7 8 9

What are we trying to accomplish and what can we do now?

indicates what will be achieved and by

Specific
what means
framed with quantitative or qualitative
Measurable
descriptors
Attainable is within reach
contributes to the overall goal of your
Relevant
advocacy efforts

Time-bound sets a specific date for achievement

 3

4 5 6

7 8 9

Step 3
Identify the
Decisionmaker
Step 3—Who Makes the 3

Decisions?
4 5 6

7 8 9

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

7 8 9

Step 4
Review the
Context
Group Work 4.1 4 5 6

7 8 9

Box 4.1 Box 4.1

External Challenges External Opportunities
 5 6

7 8 9

Step 5
Know the
Decisionmaker
 Step 5—What Do We Know 5 6
About the Decisionmaker? 7 8 9

nWhat is their
background? What are oHave they voted for or against issues
their core concerns? related to population, family
planning, or maternal or reproductive
nHave they made any health?
statements for or against
family planning? oWho is in their social or political
circle? Whose opinion do they care
nWhose opinion do they most about?
care most about?
oAre they willing and able to act on
nAre they willing and issues they care about?
able to act on issues they
care about?
 What Does the Decisionmaker Value? 5 6

7 8 9

• Factors we should consider include:

Maternal health or o Do they care most about maternal health or
women’s rights?
women’s rights? o Is it important to them that public health programs
Cost-effectiveness of are cost-effective?
o Does their age make them more or less open to
public health programs? change?
Young people? o Is it evidence or personal experience that appeals to
them most?
Socio-economic o Is it an election year, and will their post possibly be
affected?
development?
o Is the President/Head of State supportive of family
Cost-effectiveness? planning?
o Is policy action on your issue a way to advance their
careers or reputations within regional or global
arenas?
How Do We Best Approach Each 5 6
Decisionmaker? 7 8 9

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?
Group Work 5.1 5 6

7 8 9

Decisionmaker Name (from Box 3.1):

Knowledge:

Box 5.1 Values:

Core Value

Willingness to Act:
Answer the following questions:

• These questions include:

o What is their profession and background?
o Have they made any statements for or against family planning?
o Have they voted for or against issues related to population, family
planning, or maternal or reproductive health?
o Who is in their social or political circle? Whose opinion do they care
most about?
o Are they willing and able to act on issues they care about?
 6

7 8 9

Step 6
Determine the
Ask
Step 6—What Is Our “Ask” and 6
How Can We Support It? 7 8 9

Support the ask through

n Rational arguments
§ Use facts or evidence

Emotional arguments
§ Use evocative stories and
photos

Ethical arguments
§ Use a rights-based
approach
How Did They Do It? 6

7 8 9

Piloted demonstration project documents that

Rational community health workers provide injections
safely

Recognized nurses’ empathy that women

Emotional receive high-quality healthcare

Stressed that community-based care would

overcome inequity between women living in rural
Ethical and urban areas and among the wealthiest and
the poor
Group Work 6.1 6

7 8 9

Box 6.1
Identify Decisionmaker:

Rational

Emotional

Ethical
The Five-Point Message Box 6

7 8 9

2. Enter decisionmaker’s
3. Anticipate objections and
core concerns
prepare response
(Step 5)

1. Enter decisionmaker’s
name (Step 3)

5. Answer the question:

4. Articulate the SMART ask
“What is the benefit?”
The Five-Point Message Box—Example
6

7 8 9

3. Objection: Universal
2. Decisionmaker’s core access is too expensive
concern: All women do not Response: Family planning
have equal access to is one of the most effective
healthcare investments

1. Decisionmaker: Budget
analyst for the Minister of
Finance [Name of person]

5. Benefit: Health gains for 4. SMART ask: Create a line

underserved groups (e.g., item for family planning in
lower maternal mortality) the budget
Group Work 6.2 6

7 8 9

1. Decisionmaker’s
Name:

2. Decisionmaker’s Core
Concerns:

3. Objection:

4. SMART Ask:

5. To What End?:
Message and Messenger 6

7 8 9

Each team member

should be able to
deliver the message
and the supporting
message points
Remember: the
messenger is as
important as the
message
Determine the Messenger 6

7 8 9

Policymake Communit
Celebrity
r y Members
Deliver the Message 6

7 8 9

n Will your request be part

of an informal discussion
or require a formal
presentation?
nHow much time will you
have to make your case?
nIf more than one of you
is involved in the meeting,
who will present the issue
and who will ask the
decisionmaker to act?
nHow will you follow up
after the meeting? Is
another meeting
needed?
 1 2 3

4 5

7 8 9

Step 7
Develop a
Work Plan and
Budget
Step 7—Assess Internal
1 2 3

4 5
Resources 7 8 9

Do we have financial
resources?
Do we have the time?
Do we have the data to
support our request?
Do we have human
resources?
Group Work 7.1
1 2 3

4 5

7 8 9

Box 7.1 Box 7.1

Internal Challenges Internal Opportunities
Specify Advocacy Activities
1 2 3

4 5

7 8 9

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?
Group Work 7.2
1 2 3

4 5

7 8 9

Box 7.1
Internal Challenges
SMART Next Steps/ Estimated Person(s)
Timeline
Objective Input Activities Budget Responsible
 1 2 3

4 5

8 9

Step 8
Set
Benchmarks for
Success
Step 8— Three Ways to Measure
1 2 3

4 5
Success 8 9

nOutputs—Did you carry out all

the advocacy activities in your
work plan?
nOutcomes—Did you fulfill your
SMART objectives and achieve
a Quick Win?
nImpact—Did your Quick Win
improve the situation for those
who need and want access to
family planning?
Sample Benchmarks
1 2 3

4 5

8 9

SMART Objective: nOutputs—One-on-one meeting

with city commissioner; a brief
Kampala Resident City with data on previous successful
Commissioner signs pilot waste pick-up projects
ordinance to schedule fixed nOutcomes—Signing of
days for waste pick-up in ordinance; resources allocated
Central Kampala division, in city commission budget
as a pilot, by April 2016 nImpact—Did your Quick Win
improve the situation? What’s
the next objective?
Group Work 8.1
1 2 3

4 5

8 9

Box 8.1
Indicators of Progress
Anticipated Outputs Anticipated Outcomes (Quick Wins):
 1 2 3

4 5

Step 9
Implement and
Assess
Step 9—Putting it All Together
1 2 3

4 5

Landscape
Assessment

Evidence of Impact SMART Objectives

Identification of SMART
Validation of results using
objectives needed to alter
evidence and review of
the landscape to produce
the landscape
effective
for change
quick wins

Quick Win
Achievement
Documentation and
monitoring of outputs
and outcomes toward
impact
Assessing Our Impact
1 2 3

4 5

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
1 2 3

4 5
Quick Win? 9

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?
Learn more. Get involved. Meet the challenge.

The Challenge Initiative Nigeria

[email protected]
www.tciurbanhealth.org

The Challenge Initiative Nigeria 53