Generic Advocacy Strategy Deliberate and Strategic Use of Information to Influence Decision-Making.
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Transcript of Generic Advocacy Strategy Deliberate and Strategic Use of Information to Influence Decision-Making.
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Generic Advocacy Strategy
Deliberate and Strategic
Use of Information
to Influence Decision-Making
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Purpose Of Advocacy
Change a Decision-Maker’s perception or understanding of a problem/issue
Influence choices that will be considered in formulating decisions
Change decision-making behaviour
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TIMING IS IMPORTANT!
First Choice: When problem/issue is being identified…influence
definition of problem/issue
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TIMING IS IMPORTANT!
Failing #1: Influence choice before decision is finalized
Last Resort: Reversing a decision that has already been made
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Problem
Any situation that creates difficulty or hardship for an individual or group.
A problem becomes an issue when brought to the attention of the public and becomes a public concern
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An issue must be defined so that it:
1) is easily understood
2) mobilizes people to act
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Strategies & Tactics
Goal:To Win
LowProfile
MediumProfile
HighProfile
Quiet Negotiation Meet Civil Servants Share Information Non-Public Briefs
Continued Negotiation Meet Civil Servants Public Briefs “Feed” Opposition Appear at Committees MPP Visitations Alliances with Other Groups Letters to MPP’s/Newspapers
Public Criticism P.R. and Ad Campaigns Work Opposition Release Information Letter Writing Demonstrating & Rallies
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Advocacy Framework
1. Identify Issues/Problems
2. Identify Solutions
3. Identify “Gatekeepers”
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Advocacy Framework
4. Identify Resources
5. Define Strategies & Create Action Plan
6. Implement & Monitor
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1. Identify Issues/Problems
What is the problem or issue?
What makes it a problem or issue?
What needs to be done?
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1. Identify Issues/Problems
What can be done about it now?
What will it cost to do something about it?
What will it cost to do nothing?
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2. Identify Solutions
Specific/General Outcomes
OR
Process or Identify Outcomes
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3. Identify “Gatekeeper” Decision Makers
Makes the decision
Influences the making of the decision of the decision maker
Understand what they can and cannot do for you.
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Identify what would motivate them to help or not help you…– what are incentives– what are disincentives
FOR THEM!
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Identify best timing for your intervention– understand the timing and process for making
the decision
Politicians and Bureaucrats are People
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4. Identify Resources
Human
Financial
Tools
Partners
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5. Define Strategies and Create Action Plan
Target People Target Dates Delegate Tasks Strategy Development
– who, how, where, when
Assess the Risks and Opportunities
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6. Implement and Monitor
Just do it! Learn as you go Be fair Review and adjust as necessary
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Relating to Politicians
1. Learn as much as you can before initial contact:
– review biography
– read local papers and constituent brochures
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Relating to Politicians
Review information about information at handis politician sympathetic to issue?does politician need to be won over?
Identify politician’s accomplishments and be prepared to applaud
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Relating to Politicians
2. Recognize & value ‘gatekeeper’ roles
Sell gatekeeper on importance of politician meeting with you
Introduce yourself and record name(s) of staff
Fridays are usually the best days for local meeting (during session)
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Relating to Politicians
3. Position yourself as a resource to staff and the politician
you have timely information that will assist the politician response to queries and concerns
position issue in the context of the public interest
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Relating to Politicians
4. Do not assume the the Politician is knowledgeable about the issue
almost impossible to be fully informed about all issues
briefly provide information needed to understand issue and your concern
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The Meeting
No more than 3 people attend
organize yourselves prior to the meeting
clarify how much time you have
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Materials
Use prepared briefing notes
have copies available for staff who may attend
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Post-Meeting
Debrief immediately afterwards
identify and assign tasks arising from meeting follow up letter
prepare report of meeting
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Letters to the Editor
Respond to trigger piece
refer to article, acknowledge what was said and add to or challenge
respond within 3 days of original article
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Letters to the Editor
be brief
state most important point first
end with a reinforcement of your key argument
copy to legislators as appropriate
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Media
Planned campaigns expensive
remain alert for opportunities to initiate or respond to media interest