Advocacy 101The Art of Advocacy

Presentation in NewfoundlandApril 19, 2007

Introduction

While rebuilding communities, CED practitioners mustoccasionally work with civil servants and electedofficials to shape a public policy environment thatstrengthens communities and enables local action.

In this introductory workshop, participants will beintroduced to a framework to guide their CEDorganization’s advocacy efforts.

IntroductionAgenda

Welcome - IntroductionsWhat is Advocacy? What is not? Why is itimportant?Developing an Advocacy StrategyCase StudyThe Role of Partnership in AdvocacyAdvocacy Competencies

Lobbying or AdvocacyGroup Discussion

What is Advocacy?

What is not Advocacy?

Why is it important?

When do we do it?

Lobbying or AdvocacyDifference between Lobbying and AdvocacyLobbying - lobbyists are defined as “individuals

who are paid to communicate with federalpublic office holders in an attempt to influencegovernment decisions”. (Lobbyists Registration Act)

There are 3 categories of lobbyist each with itsown filing requirements:consultant lobbyists;in-house lobbyists (corporate); andin-house lobbyists (organizations).

Lobbying or AdvocacyDifference between Lobbying and Advocacy

Advocacy - an advocate is someone who speaksup for others. The advocate may be anindividual or an organization. Advocacyinvolves identifying, embracing and promotinga cause. Advocacy is an effort to shape publicperception or to affect change that may ormay not require legislation.

Lobbying or Advocacy

Can charitable groups lobby or advocate?

YES

While non-profits are not allowed to engage in“political activity” (like endorsing a candidateor political party), they are allowed toadvocate for their cause.

Lobbying or AdvocacyA charity may make the public aware of its position

on an issue provided:it does not explicitly connect its views to anypolitical party or candidate for public office;the issue is connected to its purpose;its views are based on a well-reasoned position;public awareness campaigns do not become thecharity’s primary activity.

See Customs and Revenue Act (CRA) for guidelines for Registered Charity Advocacy

Advocacy ChecklistDeveloping an Advocacy Strategy

Identify issue - what is your concern, problemor focus?

Set goals - what is your objective? Whatoutcomes are acceptable and whatalternatives are acceptable to themembership?

Advocacy ChecklistDeveloping an Advocacy Strategy

Research and get facts - facts make yourargument more credible. Avoid anecdotes.

Determine your target audiences - with whomare you trying to communicate? Electedofficials, public servants, media, public ormembership?

Advocacy ChecklistDeveloping an Advocacy Strategy

Develop a formal position - developstatements, key messages, brief orscientific paper.

Develop tactical action plan - timelines,activities and assignment of responsibilities.

Advocacy ChecklistDeveloping an Advocacy Strategy

Communicate with your target audience -inform your target audience of yourconcerns. Establish communications andbegin developing relationship.

Consult your membership - continue to seekinput from your membership and involveyour membership in the process.

Advocacy ChecklistDeveloping an Advocacy Strategy

Keep your membership informed - informmembers of your progress along the way.

Build coalitions - look to develop relationshipswith organizations of common interest.Share information or join in more formalcoalitions.

Advocacy ChecklistDeveloping an Advocacy Strategy

Review Campaign - make adjustments wherenecessary.

Feedback - seek feedback from members,media, public, officials. They can be goodindicators of your future success.

Case StudyCCEDNet Case Study

Review the Case Study of “CCEDNet’sAdvocacy Campaign re Human Resourcesand Skills Development Canada’s (HRSDC)”

In small groups discuss the process andoutcomes.

- Report back on what worked well and whatdid not.

Grassroots AdvocacyWhere do we fit in?

Grassroots members can play a key role inadvancing an organization’s goals byinteracting with elected officials directly.More importantly, organizations canfacilitate such meetings by establishinggrassroots advocacy programs.

Grassroots AdvocacyKeys to Success

Effective advocacy relies on membershipinvolvement.

Grassroots communication of concernshas the greatest impact on localpoliticians.

Broad-based communication will be moreeffective if it supports a central message.

Grassroots AdvocacyKeys to Success

Using originality serves to break throughthe clutter.

A sustained and coordinated approachmanaged centrally but applied locally iseffective.

Grassroots AdvocacyKeys to Success

Personalized approaches to politicalleaders works best. Real peopleexplaining real concerns.

Feedback to your organization followingmember letters and visits is critical.

Grassroots AdvocacyWhat doesn’t work?

Contact that looks purely bought andpaid for, i.e. professional rather thangrassroots;A confrontational style that harasses orinsults politicians;Members who are under-informed or arespeaking to issues without conviction;Providing members with tools that makethem look like wound-up robots.

Grassroots AdvocacyAdvocacy Kit

Guide to help you set up a meeting withlocal MPs and key messages.

A Feedback Form to complete aftersending letters and/or visiting with localMPs.

PartnershipsBuilding Coalitions

Do the potential partners have a shared visionand shared goals? It is important to definesuccess and get all the coalition players tosign-on to this definition before embarking ona coalition.

Can the partners agree upon a workableadvocacy plan?

PartnershipsBuilding Coalitions

Are cost-sharing agreements clear andexplicit? Many coalitions waste time andenergy fighting over cost allocations thatshould be agreed upon as early as possible.

Can the coalition partners take small workablesteps in the early stage? By focussing onimmediate action, coalitions can more easilydemonstrate success to all the partners andultimately help sustain the coalition in the longrun.

PartnershipsBuilding Coalitions

Do the partners have an exit strategy? Eachorganization should know under what termsand conditions it would abandon the coalition.An organization should also have plans to exitthe coalition when it has achieved all of itsgoals.

Develop an advocacy strategy.

Select an effective spokesperson:who is confident and has strong publicspeaking skills;is knowledgeable of the issues, both internallyand externally and appears trust worthy;has the authority to speak on behalf of theorganization and its members;who is bilingual if possible.

Advocacy Competencies

Develop a position using:membership questionnaires;issue specific committees;contingency plans.

Prepare a brief:addressed to reach multiple audiences;using facts, figures, case studies;with an executive summary;that avoids being negative.

Advocacy Competencies

Make the most of technology:to research a particular position;monitor government positions;organize, mobilize, and communicate withmembers;to promote a viewpoint, attract supportersand organize campaigns.

Advocacy Competencies

Resources

The Art of Advocacy Handbook - A Handbook forNon-Profit Organizations

http://www.ccednet-rcdec.ca

A Guide to Government Relations for Directorsof Not-for-Profit Organizations - CanadianSociety of Association Executives

http://www.csae.com

Thank you

For more information on ouractivities and membership,

please visit our website:

www.ccednet-rcdec.ca