Вы находитесь на странице: 1из 48

A Hitchhikers Guide to Human Services Advocacy

Fiona A Kumari Campbell

Table of Contents

Chapter 1: Advocacy what it is, why we need it Introduction Preconditions of Good Advocacy Rhetorical Wars What is Advocacy? Chapter 2: Groundwork - Creating Networks of Association Chapter 3: Advocacy Empowering and Disempowering

Chapter 4: Advocacy Strategies and Approaches Chapter 5: Conflict, Dilemmas and Grey Zones Conclusion

2006. Fiona A Kumari Campbell. The right of Fiona Kumari Campbell to be identified as the Author of this Work has been asserted by her in accordance with Federal Copyright law.

Acknowledgements:

This kit has been developed after more than two decades of involvement in social justice actions around womens, disability and poverty alleviation rights. Many of the gems in the book have been tried and tested in the Australian context. Of course different cultural, historical and locational circumstances will affect the ways of undertaking advocacy, but nonetheless the philosophical frameworks will still hold. It is my hope that with kit will be used to stimulate positive social change that enables all peoples to access rights and opportunities. I take this opportunity to thank my former students enrolled in the courses 3003HSV and 7012HSV Influencing Policy & Legislation at Griffith University, Brisbane (2003 2006) and at Victoria University of Technology, Melbourne in the course Human Rights & Advocacy during 1995 - 1997.

Dedication:
Faith Permul (van Dort) A hardy great aunt who lived and died in a fiesty manner in Colombo Sri Lanka

Chapter 1

Advocacy what it is, why we need it


4

Chapter 1:
Introduction

Advocacy what it is, why we need it

The aim of this publication is to provide you with a broad sweep of advocacy skills at both individual and systemic levels. Advocacy is effectively about change and making a difference - in peoples lives and to society in general. The kinds of advocacy situations you might find yourself in, may be influenced by the kind of work you are associated, but also your capacity and preparedness to challenge the status quo. Maybe you have not thought about why you are committed to working with people from marginalised communities.

What led you to work (or want to work) in human services?

Your study into advocacy could be an opportune time to reflect upon your personal and professional relationship with the people you work with and the sector as a whole. Kerr and Salvelsberg (2001) present a continuum - of autonomous from and towards being an administrator of the State - where do you fit along the scale of being an agent of change or a servant of the state? Advocacy is something all of us do as Human service workers - not just when we are involved in direct advocacy but all the time. We believe that all engagements with marginalised populations involved some degree of advocacy that is why we have made advocacy a study area in its own right!

"Advocacy is really just about standing up for people's rights and speaking out for their interests, then we can hardly say that anyone is excused of the responsibility to do it" (Parsons, 1994,12)

Preconditions for Good Advocacy


In many ways advocacy can be described as a craft certainly techniques can be learned and practiced, but ultimately a good advocate is one who can master the art of persuasion and can use the facts to strengthen and weave into their core advocacy message (more on that later). Good advocacy is always context driven and should be an exercise in reflection action reflection. Any advocacy strategies should be based not advocacy issues, but rather advocacy strategies should focus on advocacy interests yours, the party for whom you are representing, the interests of alliances and the party (parties) you are petitioning. The focus on Interests is critical in order to avoid becoming bogged down in debates over entitlements, rights and needs. A focus on interest keeps the discussion centred on points of connectedness, of mutual gain and benefit. Successful advocacy is achieved through the securing of the strong and vibrant networks of association. Research has shown (Campbell, 2005) that these networks based on a commonality of interests (not necessarily the same interests) can act as vehicles of persuasiveness, marketing and lobbying. Many advocacy campaigns flounder because participants have not given adequate considerations to manifestations of alliances and the kinds of rhetoric deployed to obtain positive outcomes. Remember the enrolment of allies across a broad range of social worlds means that the advocacy strategies is not so easily ignored by policy makers and politicians. The advocate can be described as a trader in symbols (Cain, year), who acts as a translator of ideas, concepts and language and rhetoric. He or she tells a tale, a stock story of the situation, what caused it and the requirements for change (see Chapter 3). Another consideration that may seem obvious but in practice is not always debated, is your or the group settling on your Best Advocacy Outcome (BAO) what is your bottom line? What do you want to happen and is there a point at which you will withdraw from negotiations?

Rhetorical Wars
Language as a symbol of representation has the capacity to metabolise within our bloodstream, affecting our psychic life and generating mind maps that assist in the process of thinking through issues. As such the use of rhetoric plays a foundational role in shaping the sense of things. Words get used to compartmentalise people, objects and values. Sometimes we hear that language wars are really about culture wars. We need language to communicate ideas and visions. The old saying that it is not what you say, but how you say it rings true. The expression Concept Stabilization refers to those dominant and almost fixed meaning(s) given to the concept. (e.g. multiculturalism). Concepts before they stabilise undergo a period of debate and contestation. There are fact maybe markedly different understandings about the parameters and operation of a concept. Over time however, divergent views get closed off and containment of a concept occurs through a process of closure. The mechanisms of closure occur in two ways: Rhetorical closure cessation of controversy, dominant actors instituting a fixed meaning, disappearing any debates; and
7

Closure by redefinition of the problem - instead of responding to perceived problems, the meaning of the concept is translated by dominant groups to constitute another problem e.g. cultural exclusivity, special rights, enclaves or ghettos The extract below is from a speech by a federal government Minister about the concept of multiculturalism. I have taken the liberty to underline and thus emphasis certain rhetorical inherences in his speech that may shed light on Minister McGaurans stance on integration and difference:

The term multiculturalism has been useful in helping to reflect Australias diversity and as a means for explaining many of the benefits and advantages that living in a diverse society brings. The term has also been an effective umbrella under which we have been able to bring together a range of policies aimed at helping people quickly settle into the community and become more productive. But the term has also become a distraction. Instead of being associated with a range of policies aimed at benefiting all Australians, it has started to take on its own particular meaning. Unfortunately some people consider the meaning involves providing special treatment to people from non-English speaking backgrounds.
Source: Hon Peter McGauran, Minister for Citizenship & Multicultural Affairs, interview in Canadian Diversity, 4(1), Winter, 2005, pp. 6 8.

What kinds of values are attached to the political rhetoric and spin of Mc Gaurans speech?

What is advocacy?
We have already mentioned that advocacy can be on behalf of an individual or a group and can focus on the immediate problem at hand or tackle broader systemic issues. In the disability field advocacy types have been codified, so to speak, with clear demarcations between individual and systems advocacy. The following is short hand list of different forms:

Self-advocacy: a person speaking up for themself and making their own case Advocacy by relatives and friends Peer advocacy: advocacy by someone who has been or is in a similar situation. Citizen advocacy: Usually an unpaid person, who is independent of the disabled person's service provider, and creates a relationship with that person and assists them in many ways with having their interests represented. Cause advocacy. Tackling the structural causes for a problem at a political level. (Although as Parson's states - all advocacy is political in some respect). Sometimes professional or legal advocates can be used in cause advocacy.

Case and Cause Advocacy - I'm confused - what's the difference?


In Case Advocacy - advocacy is for or with an individual and their particular circumstances. This kind of advocacy may lead onto Cause Advocacy if the 'problem' is linked to macro/constituency issues. Cause Advocacy looks at systemic issues such as power structures, philosophies conceptual values) related to group concerns e.g. indigenous peoples or disability disadvantage.

What Advocacy should be aiming to do

Advocacy should address issues related to power (lack of power) and is therefore concerned with facilitating positive social change. Justice is at its core; Advocacy should confront underlying political issues thinking outside the 'box' (and sometimes government agendas and funding approaches);
9

Advocacy should be a gathering of 'expertise' - from the group/individual, yourself, people with knowledge of organisational/bureaucratic, govt, legal structures; Good advocacy should involve clarifying your focus, strengthening arguments ands prioritising issues (shifting through immediate and long term needs); Involves developing an Advocacy plan - working out where to target your advocacy; and Building alliances and identity broader political themes - with other groups .

Readings used for this chapter:


Parsons, I. (1994). Oliver Twist Asked for more, Chapters 1,2,3, 4 Rayner, M. (2000). Stiffening their Resolve: How to Structure a Community Advocacy and Action Group, Just Policy, September, 119 - 127. Smith, K. (2003). Pushing the Boundaries: the Exclusion of Disability Rights Groups from Political Influence in Victoria, Australian Geographer, 34(3), 345 - 354. Further reading: Branagan, Mary (????) 'We Shall never be Moved': Australian developments in Nonviolence, Write/Up, 201- 258. Kerr, L & H Savelsberg (2001) The Community Service Sector in the Era of the Market Model: Facilitators of Social Change or servants of the State? Just Policy, 23, 22 -31.

10

Chapter 2

Groundwork Creating networks of Association


11

Chapter 2:

Creating Networks of Association

This chapter is concerned with the craft of gathering and discerning. All advocacy even advocacy that is urgent, requires rigorous reflection upon the basis of the advocacy, the groups and individuals who are likely to support the campaign and the groups who could be obstacles. Undertaking a full situation analysis before commencing a campaign is not only worthwhile, but will help you avoid many mistakes, including not being able to anticipate certain events and reactions.

Going on a Reconnaissance Mission


Good advocacy requires solid research! Research into the issues, the field and overall context of an advocacy action, otherwise an advocacy strategy is liable to run into problems and obstructions at a later (and often unfortunate) period in time. A situation analysis needs to be undertaken at two levels, first at the level of the advocacy is question and second, at a more macro level. The following list is useful to look at before commencing advocacy work and to re-visit through your advocacy role:

Situation Analysis: Advocacy level:


Why is advocacy necessary in this instance? What can be done to enable the individual/group to advocate on their own behalf? How can I as an advocate support them in that role? What is the 'cause(s)' of the relative powerless which makes advocacy necessary? What needs to be done to ensure that this situation does not arise again: I.e. what changes need to be made and at what level? What needs to be developed? What people (or organisations) have the power to change or influence this situation? (identify allies) What people (or organisations) have the power to oppose change or improvements in this situation? What is your bottom line: Best Advocacy Outcome(BAO)?

12

Talk with a number of long-time activists and advocates and they will support the need for a rigorous situation analysis, but they will also acknowledge that the success of an advocacy strategy involves particular moments of interest convergence which although are able to be facilitated, have a mysterious or elusive elements to them. For instance we can point to a range of factor that may have acted as a catalyst for significant social change such as the birth and growth of the civil rights movement in the 1960s and yet acknowledge that the answer to the question of why then, rather than now? remains speculative and elusive. You may have gathered then, that pre-advocacy planning is rather like a reconnaissance exercise, the better the situation analysis, the better the advocacy (and hopefully the outcome). Advocacy always occurs in a context - being aware and factoring in that content then can be critical. Globally significant social change has occurred through organised and planned actions but also because of the convergence of a number of significant factors at the same time. The follow list a non-exhaustive summary of factors that can influence the emergence of a government action or policy.

Situation Analysis: Context Level


Economic conditions - a boom, high inflation, unemployment etc Demographic considerations - community profiling, race debates etc (e.g. Australia's approach to refugees); Values: Community expectations, demands, values and opinions xenophobia, generosity of spirit, 'compassion exhaustion, backlash against minorities, progressive/conservative governments; Document/policy histories examine the development of a an issue, both contemporary policy and obsolete. Mass media - friendly or hostile towards an issue Pressure and interest groups - surveying the players, their tactics and influences; Competing policies - what are the differences between the parties, can differences be created - a leverage or wedge? The influence of government and opposition advisers - locating and relating to the men and women behind the politicians.

13

Enrolment of allies

Power is diffused and moving convergences of interests. Coming together of Networks of Association (NAs) multiple social worlds to command attention & have influence. Harnessing of Other Actors: (NAs) Plus tangible resources, global concerns, event political, natural? Any advocacy strategies should be based not advocacy issues, but rather advocacy strategies should focus on advocacy interests yours, the party for whom you are representing, the interests of alliances and the party (parties) you are petitioning. The focus on Interests is critical in order to avoid becoming bogged down in debates over entitlements, rights and needs. A focus on interest keeps the discussion centred on points of connectedness, of mutual gain and benefit. Successful advocacy involves securing vibrant networks of association based on a commonality of interests (although not necessarily the same interests) that can act as vehicles of persuasiveness, marketing and lobbying. Advocacy campaigns flounder because participants have not given adequate considerations to manifestations of alliances and the kinds of rhetoric deployed to obtain positive outcomes. Remember the enrolment of allies across a broad range of social worlds means that the advocacy strategies is not so easily ignored by policy makers and politicians.

Who are the stakeholders of Advocacy?


-

Decision makers Allies and partners Resistant groups (opponents)

14

Thinking Laterally and broadly

Everything in the situation, broadly


conceived: who is doing it and how is the work organized; what is constructed as necessary to do the work; who cares about the work (in the pragmatist and philosophical sense); sources of sponsorship and support both locally and elsewhere; what are the intended products, and for which consumers or users; what happens to the products after they are sent out of the door into the user workplaces; and last what interpretations interpretations do participating actors construct over the course of the work (Clarke & Fujimura, 1992, p. 5).

Identifying the terrain of advocacy is one of the most critical areas of planning. It is an area however that is often neglected or under investigated. Community research & profiling help identify and measure gaps between what is and what ought to be. You need to do your research: 1. Gathering information research community, universities 2. Analysing the research key trends and argument 3. Establish Advocacy outputs based on research The same research task around stakeholders is required. Boxed below are three checklists, one for decisions makers, another for allies and the final box for resistant groups (you could call them your opponents).

15

Stakeholder Analysis: Decision makers (Politicians, judges)

Size, (number), location, profile (race, ethnicity, gender, disability, religion) etc. Organizational maps, policy processes Their knowledge about the advocacy issue Your knowledge about the documents (policies, laws) Channels for reaching the decision maker Political standing of the decision maker on the issue Is the decision maker supporting the issue? If not, why? The Interest question. Is the decision maker willing to speak in support of the issue in public or through mass media?

Stakeholder Analysis: Allies and partners Size, (number), location, profile (race, ethnicity, gender, disability, religion) etc. Knowledge about the advocacy issue Special strengths i.e. media relations, community mobilization Past experience , expertise in the area of advocacy Willingness to share experience, expertise, resources Expectations from joining the partnership the Interest question. Networks and Intra-networks Potential conflicts, reservations, agency politics

16

Stakeholder Analysis: Resistant group (adversaries)

Size, (number), location, profile (race, ethnicity, gender, disability, religion) etc. Knowledge about the advocacy issue Patterns of Rhetoric analysis of narratives Links between particular issues & broader agendas the Interests question Reason for resistant/opposition reconcilable/irreconcilable Whom they consult or get advice from? links with other orgs (formal, covert, Aust & OS)

Creating Sustainable Advocacy Environments


Chances are that advocacy issues will be of ongoing concern in the type of work that you are engaged in. Instead of merely developing reactive responses to problems when they arise, it is preferable to nurture and sustain healthy advocacy environments all year round. It is important as much as possible to be informed about political processes and issues in your field. This can be easily undertaken by access various newsletters and bulletins. Many organisations and government bodies have information alerts that you can subscribe to by email.

17

What email discussion lists are you aware of that would be useful to join when working in your chosen human services field? How would you find out? Share your response with others on a forum. It maybe pertinent for you or your organisation to join up with similarly situated (and we don't just mean disability) groups in the area in order to forge alliances. When planning and 'advocacy message' it is important to be concise. Simplicity of message and the clarity of explanation will ensure that more people are able to listen and respond. The building of a CIC approach that proactively responds to issues is critical: Increases your Contacts, identify key stakeholders that have Influence and finally develop a Core Case message - a repetitive theme of what you (and the persons that you are advocating on behalf want). Whether we like it or not, successful advocacy is often more about persuasion and less about the 'truth'. Even so, from the point of justice and ethics it is important to be honest about the 'facts' - including the strengths, weaknesses, gains and risks of each situation.

In the next chapter we will examine the politics of empowerment and approaches to advocacy.

18

Chapter 3

Empowering and Disempowering Advocacy


19

Chapter 3: advocacy

Empowering and Disempowering

Introduction
The focus of this chapter will be on exploring the politics of empowerment well as strategies and approaches to advocacy. We will first examine:

the necessary components of empowerment, the principles and strategies of empowering practice, the term 'empowerment' - some problematics?, the impact of new Right consumerist notions empowerment on advocacy, critical approaches to empowerment

of

Part A: Empowerment - what's in a name?


The notion of 'empowerment' has a conceptual history that gathered considerable momentum from classical thought especially as it related to law and politics. The term itself is somewhat elusive and used in different ways across the disciplines and profession. Ward and Mullender (1991) point out that the term has been adopted by the New Right in the form of a rampant style of individualism - known as the consumerist movement where clients are re-badged as customers. But, unlike many commercial customers they are not in reality free to shop around due to either a shortage of comparable options or a dependence upon the service in general. The rhetoric of 'empowerment' has contemporary attractiveness as it fits with the ideal of liberalism's atomistic, self-reliant individual. Whereas as the social justice or user rights movement speaks of 'empowerment' in terms of the collective - human service control. In reality, the prolific and varied use of such a concept has left the notion of 'empowerment' somewhat empty of meaning, devoid of passion and open to cooption. (Cars will be sold as new empowerment tools soon, if they haven't already!)

20

Empowerment is caught up in the idea of officially investing someone with power. Even within social and community services course, often the notion of 'empowerment' and how it relates to broader concepts of power, domination and subordinator have been viewed as unproblematic. Indeed, Baistow points to the lack of analysis of the meanings and practices associated with empowerment (Baistow 1994, 34).

Principles and Strategies of Empowering Practice

1. Collaboration Advocates should treat individuals and groups as equal partners in the interactive process to avoid replication of the powerlessness experience through the advocate directing the process. This can sometimes be difficult especially when the group is not used to engaging in decision-making, often deferring to so-called experts. The interaction between the advocate and individual or group should be genuine, open and informal.

2. Ongoing involvement Too often many marginalised communities experience the interventions of professionals 'walking into their communities and leaving when the going gets tough'. Often many promises are made and seldom delivered. Trust between an advocate and the individual or group is essential. It is important to see advocacy to the end and make arrangements if for some reason you are unable to continue
21

in the role. Sometimes, both systemic and individual advocacy take time, the long haul can indeed be very long. As an advocate you may need to build in support networks to assist you maintain your role. Can you identify any advocacy supports fro your work?

3. Contextualisation The advocate's role is to assist people to learn the sociopolitical influence on their perceptions of themselves because the social and structural basis of identity and experience cannot be expected to be systematically and immediately understood by disadvantaged groups. (Actually we could argue that significant portions of the Australian population are unaware of these aspects as well, adopting a kind of passive citizenship). Listening skills are imperative and the advocate needs the listen to the client's perception of their circumstances and externalise the causes of the problem by indicating its social, structural, and conceptual basis. Sometimes it is a skill to distinguish between emotion, inference and 'facts'. This process can assist the individual or group to look critically at the externalised or contextualise the situation. Remember such process take time!

4. Collectivisation - alliances The old saying 'no man is an island' is relevant to this principle. One function of the advocate is to assist an individual or groups to become aware of the benefits of working with groups. For instances, an individual can gain social and emotional support from others who have survived or overcome an aspect of powerlessness. Mutual help among individuals can be fostered and the social basis of their disadvantage and their common interstates in changing the conditions can be identified more clearly. Another old say that 'two heads are better than one' ring true here. The trends and patterns in the environment can be more effectively explored and a group base can be used to initiate collective action. Strength in numbers in some instances can
22

be more effective - it is easier to disarm an individual than a group.

5. Reflective advocacy One thing that can be said about all types of advocacy is that it fairly unpredictable. Sometimes we can pre-empt or speculate upon an outcome of a strategy, however in today's changing and volatile environment the processes and responses to advocacy can be less certain. It is important then, in advocacy work, and all human services work to become a reflective practitioner. Ongoing processes of action and reflection strengthens the capacity of clients and the advocate to deal with the situation and enable an awareness of the causes of their disadvantage to be clarified. There is a necessity to constantly revisit and recheck the core reasons for engaging in the advocacy in the first place and the outcomes to be pursued.

6. Consciousness raising and skill training Empowerment does not just involve consciousness raising, but is also is about assisting individuals and groups to gain knowledge and skills. Some of these skills relate to problem solving, assertiveness, appropriate handling of emotions as well as skill relating to fostering change, organising skills and self-confidence.

7. Changeability of power structure Being a change agent means that often an advocate is required to take a stand. This can be very difficult and sometimes frightening for the advocate as well as the group or individual. Change can be costly - so some actions need to be carefully thought through, clearly identifying the
23

benefits and potential risks involved and to whom. You may need to seek advice from other experienced advocates about ways that you and the individual or group with whom you are working can protect themselves. Governments often have a vested interest in maintaining the status quo and do not necessarily take kindly to the quest for change. Having said that, bureaucracies themselves and governments are not static entities and are constantly engaged in to the processes of change and review. The skill is to identify pathways and points of manoeuvre.

The Necessary Components of Empowerment


Social Action Political Awareness The Right to 'say' and the right to 'have a say' Recognising oneself and being recognised as competent The use of power

The term 'empowerment' - some problematics?


Empowerment is not the same as being independent! Unfortunately some service providers and government/department have tended to subsume both terms, especially the 1990's. 'New Right consumerist' ideology upholds this narrow conceptualisation. This perspective sees power as something that comes as a result of being able to stand on your own feets (Parsons, 53). This perspective places the onus of the individual to change and disregards structural and systemic forces outside of the individual that produce differences in power, and opportunity. 'Participation' and 'empowerment' are not autonomous process but are guided practices occurring in the context of a field of political interventions circumscribed by particular strategies, bodies of knowledge, interests and relations of power.

The Impact of New Right (Conservative) consumerist notions of Empowerment on Advocacy


Advocacy has tended to focus exclusively on enabling individuals to speak out independently about their rights. Kerr (2001, 28) discusses various rational choice theories which position the recipient as no longer passive but as one who is able to choose
24

between services as a consumer (or customer). However this choice is illusionary and belittles the inherently unequal relationship between consumers and service agencies. Advocacy has focused on participation, facilitating individuals to participate in power structures. Advocates working in government funded agencies may find a conflict between allegiance to clients and performing the role of 'social police' (client monitoring and punitive responses), (see Kerr (2001, 29). A New Right conceptualisation has resulted in an 'hands off' approach by advocates: doing nothing, that is not explicitly directed by the person for whom the advocacy is being carried out - [Just because people are] speaking out about their rights [we cannot assume that] they are necessarily empowered (Parsons, 53). Question What do you make of Parson's allegation, does it ring true? You may wish to discuss this point with other students.

Critical approaches to empowerment


- the notion of empowerment creates a vogue image and an aura of moral superiority, it afford protection against criticism - The term lacks specificity and glosses over significant difference. It acts as a social aerosol', covering up the disturbing smell of conflict and division (Ward, 1991, 21) - The verb 'to empower' has lost its reflective meaning: empowerment is something that is done to you by others, or that you do to others who thus become empowered by your actions not their own. Furthermore it has an ethical meaning then empowering others is not only good for them it is also good for you 'the empowerer , (Baistow, 1994, 37) Empowerment has been and is being used as a term of convenience, to justify the maintenance of disempowering policies and practices rather than their elimination (Rees, in Solas: 1996, 149) An unexamined concept of empowerment in fact may lead to a situation where important issues for marginalised people are obscured and distorted, leading to an incorrect focus. Certain practices and structures that are disempowering end up being
25

legitimised. Furthermore Solas argues that the perpetuation of asymmetrical or unequal peer relations may be in part due to some of the key assumptions, goals and practices fundamental to empowerment (Solas 1996, 147). For example, empowerment often involves situations where -public ill [are repackaged] - under the guise of private troubles (Ward & Mullender 1991, 24). Issues are often relates more to structural concerns have become 'psychologised'. This is particularly common in the disability and youth services fields with its focus upon - the unemployment or integration 'problem' and the 'lack' of the client, which can be 'solved' with reference to strategies such as competency development, counselling and 'expert' guidance. Even so-called 'progressive' agencies, often power, it seems, still remains in the hands of the provider: the 'expert' community worker, who ministers to the receiving client. As Rees states: Empowerment may give the illusion of equality while in fact leaving the authoritarian nature of the practitioner-client relationshi0 intact (Rees, in Solas, 1996: 151).

A Final Word on Stock Stories and Spin


Stock stories refer to those representations (implicit or explicit) that seek to describe a group of people these stories are often based on stereotypes, either positive or negative. Stock stories produce and are based on assumed characteristics of a group and can act as shorthand explanations for behaviour. Common stock stories for marginal groups include the story of survivors, victims, sufferers, malingerers, and bludgers. Stock stories result in stereotyping - (negative) and even positive.

What are the common stock stories for the group(s) I am working with? What barriers/advantages to these stories produce when working on a social issue?

26

The Usage of negative stock stories in law & representations such as campaign materials can reinforce negativity & create passivity. Many groups as part of taking back power are developing counter-stories of themselves.

Can you think of any counter stories developed by groups you are associated with?

Readings used in this chapter:


Boehm, A & L. Staples (2002) The Functions of the Social Worker in Empowering: The Voices of Consumers and Professionals, Social Work 47(4), 449 - 460. Kerr, L & H Savelsberg (2001) The Community Service Sector in the Era of the Market Model: Facilitators of Social Change or servants of the State? , Just Policy , 23, 22 -31. Parsons, I. (1994). Oliver Twist Asked for more , Chapters 5, 6, 9, 10 Recommended Readings Baistow, K. (1994) 'Liberation and regulation? Some paradoxes of empowerment', Critical Social Policy , (42), Winter, 34 - 46. Gutierrez, L (1990) Working with Women of Colour,: An empowering perspective, Social Work, 35, 149 - 154. Hagner, D & J Marrone. (1995) 'Empowerment issues in Services to Individuals with Disabilities', Journal of Disability Policy Studies, 6, (2), http://www.empowermentzone.com/empower.txt Solas, J. (1996) 'The Limits of Empowerment in Human Service Work', Australian Journal of Social Issues, Vol 31 (2), 146 - 156. Solomon, B 91976) Black Empowerment: Social Work in Oppressed communities, NY: Columbia University press.

27

Wallerstein, N. & E. Bernstein (1988) "Empowerment education: Freire's ideas adapted to health education", Health Education Quarterly, 15(4), 379-94 Ward, D. & A. Mullender (1991) "Empowerment and oppression: an indissoluble pairing for contemporary social work", Critical Social Policy, 11(2), 21-30.

28

Chapter 4

Advocacy Strategies and Approaches

29

Chapter 4:

Advocacy - Strategies and Approaches

Let's recap our discussion about advocacy so far. Advocacy isn't an adjunct to our work - human services work entails different degrees of advocacy. We need to reflect`` upon our role - as servants of the state or agents of change. We have also explored the concept of empowerment - empowerment and its relationship to power(lessness) as well as problems with the concept. We now focus on strategies and approaches to advocacy. Advocacy can be described as a craft certainly techniques can be learned and practiced, but ultimately a good advocate is one who can master the art of persuasion and can use the facts to strengthen and weave into their core advocacy message: the good advocate grasps at complex confused reality and constructs a simple clear-cut account of it a case is very much an edited version [and] it is not just edited into a minimal account - it is an account edited with vested interests in mind The good advocate is not concerned with reproducing incidents but producing cases, not with truth but with persuasion. Doreen McBarnet (1983). Conviction, London Macmillan, p. 17

Persuasion techniques Informing/sensitizing Making presentations Lobbying Petitioning Pressuring Negotiating (conflict resolution) Debating

30

The first task after your situation analysis (see Chapter 3), that needs to be discussed and established is the Advocacy campaigns Core Advocacy Message (CAM). Tell me more? It is a short, concise and persuasive statement. A Mantra of representation The CAM relates to your goal and sums up what you want to achieve (See Figure 4.1). Its purpose: to create action you would like your stakeholders/politicians to take. The CAM is uses in everything: message becomes the LOGO.

Figure 4.1. See Approach to CAM

SEE Approach to CAM

S E E

Write a simple STATEMENT: imagery, symbol, representation Provide EVIDENCE with facts Give EXAMPLE with a story or analogy stock stories, counter - stories

The pitching of a CAM is important. Getting the pitching wrong, i.e. a mismatch between pitch and the audience you are tyring to reaching can be counter productive. Instead a number of competing forces need to be balanced (Figure 4. 2). Some examples of pitching include: Emotional Vs Rational Appeals, Positive Vs Negative Appeals, Mass Vs Individual Appeals, Definite Outcomes Vs Open Outcomes and Repetitive Vs One time Appeals.

31

Figure 4.2. CAM and Difference Stakeholders

Core Advocacy Message (CAM) for different Stakeholders


Message for Decisionmakers 1. Issue/Problem 2. Size of issue or problem 3. Effects 4. Action Message for Resistant Groups

Message for Partners and Allies

The delivery of information that seeks to educate and convince necessitates different approaches in presentation. Education as a strategy involves informing about a CAM, by introducing a topic or problem. Primary methods of informing include: making a presentation, using radio and electronic media, designing posters and using the arts or music. Sensitising stakeholders in contrast involves presenting issues whilst scrounging the topic. Here the method is best restricted the seminars, conferences, meetings and debates.

32

Counteracting the Negative (or turning around the seemingly futile)


Message for Decisionmakers 1. Own the negative 2. 3. Adopt a Mitigation strategy 4. Securing positive
possibilities situation Re-frame the negative

Message for Partners and Allies

Message for Resistant (hostile) Groups

The Preliminaries

Stating the obvious: Don't rush in or off without planning!!! Situation analysis - big/small picture contexts - this task on ongoing Identification of allies and foes (enemies), and fence sitters (the question of interests ) - many group think about this too narrowly - think laterally and broadly Successful advocacy: enrolment of allies across multiple social worlds. Core advocacy concepts (there maybe many and specific to context) - what is the theme, the message you want to keep getting across. Also what is the individual's and groups 'bottom line' i.e. what are you not prepared to trade away or compromise on? Anticipation of arguments of opposing interests - know the arguments as well as the rhetorical language The message, approach and medium. Skills identification (and gaps)- as an advocate where are your strengths, strengths of the person your are working with? In groups - identity core skills and gaps. Bring in expertise. Develop an Advocacy plan - targets, timing, tactics and tools

33

Core Advocacy Message (CAM) for different Stakeholders


Message for Decisionmakers 1. Issue/Problem 2. Size of issue or problem 3. Effects 4. Action Message for Resistant Groups

Message for Partners and Allies

Three Approaches to Advocacy


Collaboration Campaigning Confrontation

Collaboration
Implies equality, working as a partnership. A Broad and diverse coalition politics -often involves trade-offs and compromises. Which ones are you prepared to make? Collaboration is only possible among those who have compatible, or shared interests in achieving that change. It is important to identify at the outset what is the interest of attraction (there maybe multiple).Where possible, identify peers/allies by drawing out the fundamental 'social justice' issues with which your advocacy is concerned. (Pitching and purview of advocacy concern).

Campaign
Campaigning involves applying pressure in a particular direction usually with the aim of persuading someone to see or do things your way or to join your side. As such, it is an exercise in persuasion - not necessarily the truth?? The development of core

34

campaign concept(s) - i.e. the message -jingo's catchcrys. It's not what you say, but how you say it - translations of the message to capture interest. Campaigning can generally be applied in situations where the target of your campaign has interest that, to some degree, are compatible with yours.

Anti Miss Victoria Quest Protest, Heidelberg Town Hall, 1988, Victoria, Australia

Tool Boxes for presenting an Advocacy Interest


Definitions (Terms of Negotiation) Visual aids Accurate and effective use of statistics Effective use of examples research Effective use of testimony stories Counter argument (linked to CAM) Repetition and restatement (linked to CAM)

35

Confrontation
Confrontation - is likely to be an approach to take when the interests of the 'other party' - the person or people who you are trying to influence - are so different from the interests for which you are advocating that finding some ground, or some acceptable compromises, do not seen feasible (Parsons, 1994, 124). So confrontation is concerned with Instigating or pressuring change and not mere persuasion. As a strategy it can be used at the outset and is not necessary as an approach of last resort. Prompter: Strategies or Tools of the Trade

Negotiation Building Coalitions Taking advice Lobbying - direct/ indirect Taking legal action (domestically and internationally) Using the media Using research Organizing demonstrations The embarrassment factor

At times there will be other approaches that will suit your purposes more effectively, such as when you are trying to influence people whoa re already more or less 'onside', but who still need to be educated about your issues, or motivated to act on them. In these sort of instances there may be quite different strategies that you will want to adopt: use of theatre, art or music; educational or issues based conferences or forums, fliers or posters, fairs or social events. The list is endless and you should never be afraid to add to it with your own ideas. (Parsons, 1994, 168)

Lobbying
All lobbying activities involves two components - contact and influence

Direct Lobbying

Personal meetings - key person of influence Telephone conversations Individually written mail (See Appendix 2) Individually addressed mass mail outs

36

Electronics deluges - fax, email Petitions

Indirect Lobbying

Media campaigns (see Appendix 1) Targeted political campaigns Media hits Seeking 'professional' help (does your budget allow for this?: $$$$) Using other organisations (allies) Infiltrating networks - behind the scene engagements Political parties Mass demonstrations

Techniques and Tactics


Advocacy techniques and tactics
Sensitization Mobilization Dialoguing Debating Negotiating Lobbying Petitioning Pressuring

Audience/Stakeholder Category
Constitue nts Partners Adversaries Decision makers

37

Some good web stuff: lobbying/advocacy http://www.eff.org/Activism/lobby_techniques.faq politicians - USA). (lobbying

http://www3.gov.ab.ca/cs/childrensadvocate/pubs.html Standing up for Kids: case advocacy for Children and youth (Canada) report in pdf format

In Chapter 5 we will examine some of the conflicts and dilemmas that may arise out of engaging in advocacy.

38

Chapter 5

Conflicts, Dilemmas and Grey Zones

39

Chapter 5: Conflicts, Dilemmas and Grey Zones

Advocacy, by its nature involves steering a path between competing interests - the person or group with whom you are working, your own interests and fears, your employer (where relevant) and other stakeholders. Advocacy occurs with an arena of contestation and because of this the road of advocacy is littered with temptations, conflicts and potential dilemmas. Some of these dilemmas are clear-cut, other are not! This week's topic will look into some of these issues. Recap:

Don't rush in!!! Sifting through the issues/anxieties Situation analysis - context, stakeholders, implications, assessing environmental cultures. The bottom line - what is wanted - what do people want to happen Appropriateness of tactics

Journeying through conflicts & dilemmas


A good advocate is one who is self-aware and committed to engaging in self-reflection. They are people for whom Selfknowledge is critical. They have explored such questions as - to whom or what am I attached? What is my motivation for engaging in this task or work)?, What are my interests generally in the sector or the community? Are there people that I need to keep on the side of - and how do these relationship impact on the advocacy at hand? Do I have any angst about certain issues or people? - And the list is endless. So there is a need to develop discernment skills - listening, reflecting, and weighing up. An advocate also needs to be clear about an advocate's role and explain that role to others, including the people one supports. Ego's need to be left at the back door - a good advocate has the capacity to take advice and delegate and refer issues to others.

40

Urgency of issues
Time is an advocate's faithful companion, but sometimes situations emerge where due to the urgency of the situation - time to reflect is not an option. One skill that emerges often with experience is the processes of cutting to the issue(s) - sifting fact from emotion. If you are uncertain about this process it is useful to link up with a more experienced person to dialogue your concerns. One guiding template that can provide clarity amongst the stress is to return to the core advocacy theme - revisit the questions - what is the 'problem' and what is 'desired'. This many assist with sorting through immediate, short term and long term needs. Where possible, keeping checking back with the individual or group you are working with. Sometimes the only possibility available to reduce the urgency is to redirect immediate needs e.g. protection from harm, housing etc. You may then, be in a better situation to work on other longer terms issues. There are however certain consequences that may result when different courses of action/non action are adopted. To complicate thing further, your actions may also need to be guided by your employer's policies and procedures, duty of care requirement and any professional codes of ethics. In either case we are dealing with the notion of informed decision-making and the talking through of options. Gathercole (1988) identifies 5 areas of potential conflict due to the fact that rarely are advocates totally freelance workers. Sometimes they work for an independent advocacy agency. Other times an employee might find himself or herself with an advocacy dilemma when acting for a person using the services of an agency that employs them. 1. Organisational: Service provider loyalty and survival is seen as more important than the specific clients needs. Scandal avoidance is paramount. 2. Professional: A client's interests maybe disregarded as their concern may tarnish the image of a profession. In contrast a client's needs may be (mis)used as a mechanism for selfpromotion.

41

3. Managerial: management interest maybe in conflict with staff (and client) interests, especially when there is a focus on economies of business. 4. Personal: One's own interests may conflict with the clients, and 5. Competition: There maybe forms of favouritism when working with certain clients.

Conflicts - Between what a person (group) says they want and what you think they need
The core issue here 'who' knows best. It is too simplistic to resort to the rhetoric of self-determination. Users rights rhetoric suggests the constituent group is more 'knowable' - but is this the case? Many disabled people have been denied access to education about their impairments, about the world in general and the have not had the opportunity to explore the consequences of actions as they grow through life. The advocate, in contrast, holds a place of privilege, skill, and information for the advocate. Parson's (p. 76) discusses several different reasons for conflict of this type experience, not thinking through implication of actions, different priorities, they are 'right' - you are 'wrong'. It is important in these instances to uncover any 'hidden' or unarticulated issues. The ethics of avoiding harm can be a guide in these situations. But you also need to listen - look for factors that are significant for the group's view and provide as much information as possible especially on consequences for the group/individual, others, allies and opponents. In circumstances of a stalemate, it maybe pertinent to assess your own role - are you the kind of advocate necessary - reflect on 'best interests'. Parson's check list

Try to be clear about why the person is saying what they are saying, and why this different from what you think is right Be open to having your ideas challenged So not begin by assuming the person can't make their own decisions; Be ready to take time to support people too understand the consequences of their choices Remember that the thing people want are part of, rather than totally separate from, their best interests;

42

Be prepared to spend time getting to the heart of what people are saying rather than what is literally said Remember you are an advocate not a caseworker or decision maker Be honest if you are unable to support the person/group and assist them to find alternatives

Avoiding Conflicts of interests


Be aware of - your role, interests, allegiances You can compensate for a potential conflicts Conflicts occur where your interests are getting in the way of the interests of people for whom you are advocating Be vigilant about whose interests - issues of power and control you are representing

The Cautions of being an Advocate

Disillusionment
Change is often a slow process we often can feel that instead of making gains society is regressing. Further more, there is a lot of repetition and going over old ground. Acknowledging that we are only a small part in a bigger chain can help in not becoming too overwhelmed. Our job is to start the task, many others will help finish it.

43

Leaving your Constituency (the people) behind

Due to significant differences in the power/knowledge of marginalized groups and training human services workers it is not surprising that advocacy strategies, especially those conducted over time, end by becoming Advocacy run by experts. To minimize this possibility, it is critical that peer leadership training and mentoring be initiated and supported.

Selling out

In Chapter 1, reference was made to ascertaining your Best Advocacy Outcome. This is critical for a authentic discernment process which can help in the difficult task of navigating between the competing tensions of Pragmatism and Idealism, that is agreeing to short term (incomplete) gains over long term (holistic) aspirations. Watch out though, short term compromises can create extra problems in the long terms and can reinforce a negative stereotype. One example is the use of pitiful images of disabled people to raise funds for a capacity building project. You might raise the money, but at what cost what images did you convey to the community to get the cash! In terms of your Best Advocacy Outcome (BOA) - work it out
44

early in the process and stay to it. It is useful to regularly ask yourself whether you have become a Servant of the State or Agents of Change? In other words have you fallen into the trap of doing the governments business and conforming to their policy agendas at the expense of independent critical thinking? It is important to thinking outside the box and not too get too close to government agendas?? Other times it is easily to develop a Reactive (defensive) approach to advocacy, rather than being Proactive. Good advocacy means controlling the issues on the basis of Interest of the individual or group you are working with.

45

Conclusion

Staying alive and Hopeful!

46

Conclusion

After working in the community development sector for twenty five years you might wonder whether I am simply deluded about social change or harbour some secret masochistic desire for selfrecrimination. There is no question that undertaking advocvacy within the contemporary environment is challenging and stretching. In a world of increasing conservatism, fear and seeming intolerance about new ideas and debates the place of critical thinking and action for positive social change remains vital. I am inspired by the logo of Amnesty International which portrays of candle shining through barbed wire. For me, that symbol represents hope in even situations that look hopeless.

47

Appendix 1 Media Relations

How to engage media?


Establish personal relationships (study their stories) Letters, telephone calls, office visits, email Invitation to high profile events Orientation seminars Arranging interviews with high-profile people Regular dissemination of up-to-date information/data Alternative media web blogs

Suggested Message formats for media


Press release Fact sheets/ background sheets Press kit/media packets Press conference Editorials Letters to editor

48

Вам также может понравиться