Key Points

· This article proposes a new methodology for planning and evaluating public-policy advocacy. The methodology is designed around a series of stages, each with a different set of strategic planning and assessment requirements.

· The article suggests that both planning and evaluative approaches that fail to take account of the necessary stages required to develop and then implement an advocacy strategy will likely assign the wrong indicators of success.

· This analysis is based on direct experience working with both policy processes and a wide range of foundations and nonprofits that have invested in public-policy advocacy, including the Rockefeller, Ford, David and Lucille Packard, and William and Flora Hewlett foundations.

Open Access