Given Hapunda

249 organisation hopes to achieve in the long term; the change that is desired as a result of advocacy efforts (UNICEF, 2010). Objectives on the other hand are issues that are required to change or attained in order to achieve the goal. Therefore, objectives should be based on the SMART principle that is; Specific, Measurable, Achievable, Realistic and Time-bound . To this end, objectives must show what the advocacy intend to change in a manner that applies the application of the SMART principle. Adverbs such as increase , reduce , enhance , and influence are commonly used to express desire to change a situation. Examples of objectives include: a. To increase awareness among influential groups and the public b. To reduce poverty in the rural setting c. To engage stakeholders to speak-out against gender based violence. Consequently, when identifying objectives, it is important to ask; what needs to change? What are the obstacles to achieving change? What steps can be taken to address these obstacles? Answers to these questions can help frame SMART objectives. After SMART objectives have been developed, develop a theory of change; describing a logical sequence of events, tactics and strategies showing how change will be achieved (this should be a cause and effect model of change). Step 3: Identifying the Target Audience - Once you have clear goals and objectives of what you want to achieve, the next step is to understand who will help you achieve your goal. Knowing which audience to include, especially those that will facilitate and or influence change is important. There are two main audiences for advocacy work and usually include decision-makers and influencer. Decision-makers are the primary audience to target because of the power they have to turn evidence based findings into policy. Decision-makers here include politicians, funding agencies and traditional or community leaders. On the other hand, influencers are considered secondary audiences because as the term denotes, they only influence decision-makers to implement actions. WHO (2008) refers to these as individuals or groups who have access to decision makers and have influence on them such as the Bill and Melinda Gates foundation. As a result, these are considered as partners in the advocacy plan. Identifying policy makers is one thing, but we also need a messenger to deliver the messenger to them. Associations, civil society organisations, personalities including celebrities, the media and researchers are all potential advocacy messengers to consider. Identifying the audience involves conducting a stakeholders’ and power analysis, and how it can make desired change happen. The analysis at its minimum takes into consideration the following: a. Identification of stakeholders who can be individuals, groups or an institution