Within the framework are specific types of advocacy tactics that can be used to
achieve policy goals.3 The tactics are organized according to where they fall on each
strategic dimension: which type of audience the tactic is likely to reach, and how far that
tactic might realistically move the audience along the spectrum of awareness to will to
action. For example, in the left lower corner of the framework where the focus is on the
raising public awareness, tactics include public awareness campaigns, voter outreach, and
public polling (Appendix A offers definitions of each advocacy tactic).
USING THE FRAMEWORK: SIX QUESTIONS
This section offers guidance on how to use of the tool to articulate the theory of change
behind an advocacy strategy. It asks advocates and funders to respond to six questions
about advocacy strategies, using the framework to support theory-related thinking.
1) How is the strategy positioned?
The first step in using the tool is to identify and illustrate how a strategy is positioned
within the framework. It is best to start by thinking broadly about how the strategy sits
along the framework’s two strategic dimensions.
Which audiences need to be targeted—the public, policy influencers, and/or decision
makers—to advance the policy goal? Some policy issues can be advanced through targeted
work with policymakers and key influencers, with little involvement of the public. Other
issues are advanced primarily through the public, particularly those that require a popular
vote, such as a ballot initiative. But advocacy more often requires working strategically
with the many groups and individuals who play roles in and influence the policy process.
What do advocates want to accomplish with each audience in order to achieve the policy
goal? Some issues are brand new, the problems to be addressed have not been clearly
documented, and audiences are unaware of the problem’s importance. Other issues are
known, but they lack a sense of urgency and importance in the policy arena. Still others
may be “stuck.” For example, the evidence base documenting existing problems may be
insufficient or unconvincing, issues may be perceived as so deep-rooted that proposed
solutions seem unfeasible, or an organized constituency to advocate for a policy’s
adoption may be lacking. Because policy issues are at different points, determining where
3
The framework can apply to a broad spectrum of policy goals, including those at the local, state, or
federal level, and those in the legislative, executive, administrative, or judicial domains.
4