hitchikers guide to advocacy in human services

8/12/2019 hitchikers guide to advocacy in human services

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A Hitchhikers Guide to Human ServicesAdvocacy

Fiona A Kumari CampbellFiona A Kumari CampbellFiona A Kumari CampbellFiona A Kumari Campbell


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Table of Contents

Chapter 1: Advocacy what it is, why we need it

IntroductionPreconditions of Good AdvocacyRhetorical WarsWhat is Advocacy?

Chapter 2: Groundwork - Creating Networks ofAssociation

Chapter 3: Empowering and DisempoweringAdvocacy

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 Authorof this Work has been asserted by her in accordance with FederalCopyright law.


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Acknowledgements:

This kit has been developed after more than two decades ofinvolvement in social justice actions around womens, disabilityand poverty alleviation rights. Many of the gems in the bookhave been tried and tested in the Australian context. Of coursedifferent cultural, historical and locational circumstances will affectthe ways of undertaking advocacy, but nonetheless thephilosophical frameworks will still hold. It is my hope that with kit

will be used to stimulate positive social change that enables allpeoples to access rights and opportunities.

I take this opportunity to thank my former students enrolled in thecourses 3003HSV and 7012HSV Influencing Policy & Legislationat Griffith University, Brisbane (2003 2006) and at VictoriaUniversity of Technology, Melbourne in the course Human Rights& Advocacyduring 1995 - 1997.

Dedication:

Faith Permul (van Dort)

A hardy great aunt who lived and died in a fiesty manner inColombo Sri Lanka


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Chapter 1

Advocacy what it is, why weneed it


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Chapter 1: Advocacy what it is, why we need it

Introduction

The aim of this publication is to provide you with a broad sweep ofadvocacy skills at both individual and systemic levels. Advocacy iseffectively about change and making a difference - in peoples livesand to society in general. The kinds of advocacy situations youmight find yourself in, may be influenced by the kind of work youare associated, but also your capacity and preparedness tochallenge the status quo. Maybe you have not thought about why

you are committed to working with people from marginalisedcommunities.

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

Your study into advocacy could be an opportune time to reflectupon your personal and professional relationship with the peopleyou work with and the sector as a whole. Kerr and Salvelsberg(2001) present a continuum - of autonomous from and towardsbeing an administrator of the State - where do you fit along thescale 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. Webelieve that all engagements with marginalised populationsinvolved some degree of advocacy that is why we have madeadvocacy 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)


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Preconditions for Good Advocacy

In many ways advocacy can be described as a craft certainly

techniques can be learned and practiced, but ultimately a goodadvocate is one who can master the art of persuasionand canuse the facts to strengthen and weave into their core advocacymessage (more on that later). Good advocacy is always contextdriven and should be an exercise in reflection action reflection.Any advocacy strategies should be based not advocacy issues, butrather advocacy strategies should focus on advocacy interestsyours, the party for whom you are representing, the interests ofalliances and the party (parties) you are petitioning. The focus onInterests is critical in order to avoid becoming bogged down indebates over entitlements, rights and needs. A focus on interestkeeps the discussion centred on points of connectedness, ofmutual gain and benefit. Successful advocacy is achieved throughthe securing of the strong and vibrant networks of association.Research has shown (Campbell, 2005) that these networks basedon 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 notgiven 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 socialworlds means that the advocacy strategies is not so easilyignored 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 languageand rhetoric. He or she tells a tale, a stock story of thesituation, what caused it and the requirements for change (see

Chapter 3).

Another consideration that may seem obvious but in practice isnot always debated, is your or the group settling on your BestAdvocacy Outcome(BAO) what is your bottom line? What doyou want to happen and is there a point at which you will withdrawfrom negotiations?


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Rhetorical Wars

Language as a symbol of representation has the capacity tometabolise within our bloodstream, affecting our psychic life andgenerating mind maps that assist in the process of thinking throughissues. As such the use of rhetoric plays a foundational role inshaping the sense of things. Words get used to compartmentalisepeople, objects and values. Sometimes we hear that languagewars are really about culture wars. We need language tocommunicate ideas and visions. The old saying that it is not whatyou say, but how you say it rings true. The expression ConceptStabilization refers to those dominant and almost fixed

meaning(s) given to the concept. (e.g. multiculturalism). Conceptsbefore they stabilise undergo a period of debate and contestation.There are fact maybe markedly different understandings about theparameters and operation of a concept. Over time however,divergent views get closed off and containment of a conceptoccurs through a process of closure. The mechanisms of closureoccur in two ways:

Rhetorical closure cessation of controversy, dominant

actors instituting a fixed meaning, disappearing anydebates; and


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Closure by redefinition of the problem- instead of respondingto perceived problems, the meaning of the concept istranslated by dominant groups to constitute anotherproblem

e.g. cultural exclusivity, special rights, enclaves or ghettos

The extract below is from a speech by a federal governmentMinister about the concept of multiculturalism. I have taken theliberty to underline and thus emphasis certain rhetorical inherencesin his speech that may shed light on Minister McGaurans stanceon integration and difference:

The term multiculturalism has been useful in helping to reflect

Australias diversity and as a means for explaining many of thebenefits 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 communityand

become more productive. But the term has also become a

distraction. Instead of being associated with a range of

policies aimed at benefiting allAustralians, it has started to

take on its ownparticular meaning. Unfortunately somepeopleconsider the meaning involves providing special

treatmentto 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 rhetoricand spin of Mc Gaurans speech?


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What is advocacy?

We have already mentioned that advocacy can be on behalf of anindividual or a group and can focus on the immediate problem at

hand or tackle broader systemic issues. In the disability fieldadvocacy types have been codified, so to speak, with cleardemarcations between individual and systems advocacy. Thefollowing is short hand list of different forms:

Self-advocacy: a person speaking up for themself andmaking 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, andcreates a relationship with that person and assists them inmany ways with having their interests represented.

Cause advocacy. Tackling the structural causes for aproblem at a political level. (Although as Parson's states - alladvocacy is political in some respect). Sometimesprofessional or legal advocates can be used in causeadvocacy.

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

In Case Advocacy - advocacy is for or with an individual and theirparticular circumstances. This kind of advocacy may lead ontoCause Advocacy if the 'problem' is linked to macro/constituencyissues. Cause Advocacy looks at systemic issues such as powerstructures, 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 ofpower) and is therefore concerned with facilitating positivesocial change. Justice is at its core;

Advocacy should confront underlying political issues -

thinking outside the 'box' (and sometimes governmentagendas and funding approaches);


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Advocacy should be a gathering of 'expertise' - from thegroup/individual, yourself, people with knowledge oforganisational/bureaucratic, govt, legal structures;

Good advocacy should involve clarifying your focus,

strengthening arguments ands prioritising issues (shiftingthrough 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 aCommunity Advocacy and Action Group, Just Policy, September,119 - 127.

Smith, K. (2003). Pushing the Boundaries: the Exclusion ofDisability Rights Groups from Political Influence in Victoria,Australian Geographer,34(3), 345 - 354.

Further reading:

Branagan, Mary (????) 'We Shall never be Moved': Australiandevelopments 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 orservants of the State? Just Policy,23, 22 -31.


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Chapter 2

Groundwork

Creating networks of Association


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Chapter 2: Creating Networks of Association

This chapter is concerned with the craft of gathering anddiscerning. All advocacy even advocacy that is urgent, requiresrigorous reflection upon the basis of the advocacy, the groups andindividuals who are likely to support the campaign and the groupswho could be obstacles. Undertaking a full situation analysisbefore commencing a campaign is not only worthwhile, but willhelp you avoid many mistakes, including not being able toanticipate 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 anadvocacy strategy is liable to run into problems and obstructions ata later (and often unfortunate) period in time. A situation analysisneeds to be undertaken at two levels, first at the level of theadvocacy is question and second, at a more macro level. Thefollowing list is useful to look at before commencing advocacy workand 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 notarise again: I.e. what changes need to be made and at whatlevel?

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)?


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Talk with a number of long-time activists and advocates and theywill support the need for a rigorous situation analysis, but they willalso acknowledge that the success of an advocacy strategyinvolves particular moments of interest convergence which

although are able to be facilitated, have a mysterious or elusiveelements to them. For instance we can point to a range of factorthat may have acted as a catalyst for significant social changesuch as the birth and growth of the civil rights movement in the1960s and yet acknowledge that the answer to the question ofwhy then, rather than now? remains speculative and elusive. Youmay have gathered then, that pre-advocacy planning is rather likea reconnaissance exercise, the better the situation analysis, thebetter the advocacy (and hopefully the outcome).

Advocacy always occurs in a context - being aware and factoringin that content then can be critical. Globally significant socialchange has occurred through organised and planned actions butalso because of the convergence of a number of significant factorsat the same time. The follow list a non-exhaustive summary offactors that can influence the emergence of a government action orpolicy.

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 againstminorities, progressive/conservative governments;

Document/policy histories examine the development of a an issue, bothcontemporary policy and obsolete.

Mass media- friendly or hostile towards an issue

Pressure and interest groups - surveying the players, their tactics andinfluences;

Competing policies - what are the differences between the parties, candifferences be created - a leverage or wedge?

The influence of governmentand opposition advisers - locating and relatingto the men and women behind the politicians.


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Enrolment of allies

Power is diffused and moving convergences of interests.Coming together of Networks of Association (NAs) multiplesocial worlds to command attention & have influence. Harnessingof Other Actors: (NAs) Plus tangible resources, global concerns,event political, natural? Any advocacy strategies should bebased not advocacy issues, but rather advocacy strategies shouldfocus on advocacy interests yours, the party for whom you arerepresenting, the interests of alliances and the party (parties) youare petitioning. The focus on Interests is critical in order to avoid

becoming bogged down in debates over entitlements, rights andneeds. A focus on interestkeeps the discussion centred on pointsof connectedness, of mutual gain and benefit. Successfuladvocacy involves securing vibrant networks of association basedon a commonality of interests (although not necessarily the sameinterests) that can act as vehicles of persuasiveness, marketingand lobbying.

Advocacy campaigns flounder because participants have not given

adequate considerations to manifestations of alliances and thekinds of rhetoric deployed to obtain positive outcomes. Rememberthe enrolment of allies across a broad range of social worlds means that the advocacy strategies is not so easily ignored bypolicy makers and politicians.

Who are the stakeholders of Advocacy?

- Decision makers- Allies and partners- Resistant groups (opponents)


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Thinking Laterallyand broadly

Everything in the situationEverything in the situationEverything in the situationEverything in the situation, broadly, broadly, broadly, broadly

conceived: who is doing it and how isconceived: who is doing it and how isconceived: who is doing it and how isconceived: who is doing it and how is

the work organized; what isthe work organized; what isthe work organized; what isthe work organized; what is

constructed as necessary to do theconstructed as necessary to do theconstructed as necessary to do theconstructed as necessary to do the

work; who cares about the work (inwork; who cares about the work (inwork; who cares about the work (inwork; who cares about the work (in

the pragmatist and philosophicalthe pragmatist and philosophicalthe pragmatist and philosophicalthe pragmatist and philosophical sense);sense);sense);sense);

sources of sponsorship and supportsources of sponsorship and supportsources of sponsorship and supportsources of sponsorship and support

both locally and elsewhere; what areboth locally and elsewhere; what areboth locally and elsewhere; what areboth locally and elsewhere; what are

the intended products, and for whichthe intended products, and for whichthe intended products, and for whichthe intended products, and for which

consumers or users; what happens toconsumers or users; what happens toconsumers or users; what happens toconsumers or users; what happens to

the products after they are sent out ofthe products after they are sent out ofthe products after they are sent out ofthe products after they are sent out of

the door into the user workplaces; andthe door into the user workplaces; andthe door into the user workplaces; andthe door into the user workplaces; and

last what interpretatlast what interpretatlast what interpretatlast what interpretations doions doions doions do

participating actors construct over theparticipating actors construct over theparticipating actors construct over theparticipating actors construct over the

course of the work (Clarke &course of the work (Clarke &course of the work (Clarke &course of the work (Clarke &

Fujimura, 1992, p. 5).Fujimura, 1992, p. 5).Fujimura, 1992, p. 5).Fujimura, 1992, p. 5).

Identifying the terrain of advocacy is one of the most critical areasof planning. It is an area however that is often neglected or underinvestigated. Community research & profiling help identify andmeasure gaps between what isand what oughtto be. You need todo your research:

1. Gathering information research community, universities2. Analysing the research key trends and argument3. Establish Advocacy outputs based on research

The same research task around stakeholders is required. Boxedbelow are three checklists, one for decisions makers, another forallies and the final box for resistant groups (you could call themyour opponents).


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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


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


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Stakeholder Analysis:Resistant group (adversaries)


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 inthe type of work that you are engaged in. Instead of merelydeveloping reactive responses to problems when they arise, it is

preferable to nurture and sustain healthy advocacy environmentsall year round. It is important as much as possible to be informedabout political processes and issues in your field. This can beeasily undertaken by access various newsletters and bulletins.Many organisations and government bodies have informationalerts that you can subscribe to by email.


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What email discussion lists are you aware of that would

be useful to join when working in your chosen human servicesfield? How would you find out? Share your response with others ona forum.

It maybe pertinent for you or your organisation to join up withsimilarly situated (and we don't just mean disability) groups in thearea in order to forge alliances. When planning and 'advocacymessage' it is important to be concise. Simplicity of message andthe clarity of explanation will ensure that more people are able to

listen and respond. The building of a CIC approach that proactivelyresponds to issues is critical: Increases your Contacts, identify keystakeholders that have Influence and finally develop a Core Casemessage - a repetitive theme of what you (and the persons thatyou are advocating on behalf want). Whether we like it or not,successful advocacy is often more about persuasion and lessabout the 'truth'. Even so, from the point of justice and ethics it isimportant 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 empowermentand approaches to advocacy.


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Chapter 3

Empowering and DisempoweringAdvocacy


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Chapter 3: Empowering and Disempoweringadvocacy

Introduction

The focus of this chapter will be on exploring the politics ofempowerment well as strategies and approaches to advocacy. Wewill 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 of

empowerment on advocacy, critical approaches to empowerment

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

The notion of 'empowerment' has a conceptual history thatgathered considerable momentum from classical thoughtespecially as it related to law and politics. The term itself issomewhat elusive and used in different ways across the disciplinesand profession. Ward and Mullender (1991) point out that the termhas been adopted by the New Right in the form of a rampant styleof individualism - known as the consumerist movement whereclients are re-badged as customers. But, unlike many commercialcustomers they are not in reality free to shop around due to eithera shortage of comparable options or a dependence upon the

service in general. The rhetoric of 'empowerment' hascontemporary attractiveness as it fits with the ideal of liberalism'satomistic, self-reliant individual. Whereas as the social justice oruser rights movement speaks of 'empowerment' in terms of thecollective - human service control. In reality, the prolific and varieduse of such a concept has left the notion of 'empowerment'somewhat empty of meaning, devoid of passion and open to co-option. (Cars will be sold as new empowerment tools soon, if theyhaven't already!)


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Empowerment is caught up in the idea of officially investingsomeone with power. Even within social and community servicescourse, often the notion of 'empowerment' and how it relates tobroader concepts of power, domination and subordinator have

been viewed as unproblematic. Indeed, Baistow points to the lackof analysis of the meanings and practices associated withempowerment (Baistow 1994, 34).

Principles and Strategiesof Empowering Practice

1. Collaboration

Advocates should treat individuals and groups as equalpartners in the interactive process to avoid replication of thepowerlessness experience through the advocate directingthe process. This can sometimes be difficult especially whenthe group is not used to engaging in decision-making, oftendeferring to so-called experts. The interaction between theadvocate and individual or group should be genuine, openand informal.

2. Ongoing involvement

Too often many marginalised communities experience theinterventions of professionals 'walking into their communitiesand leaving when the going gets tough'. Often manypromises are made and seldom delivered. Trust between anadvocate and the individual or group is essential. It is

important to see advocacy to the end and makearrangements if for some reason you are unable to continue


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in the role. Sometimes, both systemic and individualadvocacy take time, the long haul can indeed be very long.As an advocate you may need to build in support networks toassist 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 socio-political influence on their perceptions of themselvesbecause the social and structural basis of identity andexperience cannot be expected to be systematically and

immediately understood by disadvantaged groups. (Actuallywe could argue that significant portions of the Australianpopulation are unaware of these aspects as well, adopting akind of passive citizenship). Listening skills are imperativeand the advocate needs the listen to the client's perception oftheir circumstances and externalise the causes of theproblem by indicating its social, structural, and conceptualbasis. 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 thesituation. Remember such process take time!

4. Collectivisation - alliances

The old saying 'no man is an island' is relevant to thisprinciple. One function of the advocate is to assist anindividual or groups to become aware of the benefits ofworking with groups. For instances, an individual can gainsocial and emotional support from others who have survivedor overcome an aspect of powerlessness. Mutual helpamong individuals can be fostered and the social basis oftheir disadvantage and their common interstates in changingthe conditions can be identified more clearly. Another old saythat 'two heads are better than one' ring true here. Thetrends and patterns in the environment can be more

effectively explored and a group base can be used to initiatecollective action. Strength in numbers in some instances can


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

5. Reflective advocacy

One thing that can be said about all types of advocacy is thatit fairly unpredictable. Sometimes we can pre-empt orspeculate upon an outcome of a strategy, however in today'schanging and volatile environment the processes andresponses to advocacy can be less certain. It is importantthen, in advocacy work, and all human services work to

become a reflective practitioner. Ongoing processes ofaction and reflection strengthens the capacity of clients andthe advocate to deal with the situation and enable anawareness of the causes of their disadvantage to beclarified. There is a necessity to constantly revisit andrecheck the core reasons for engaging in the advocacy in thefirst 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 gainknowledge and skills. Some of these skills relate to problemsolving, assertiveness, appropriate handling of emotions aswell as skill relating to fostering change, organising skills andself-confidence.

7. Changeability of power structure

Being a change agent means that often an advocate isrequired to take a stand. This can be very difficult andsometimes frightening for the advocate as well as the group

or individual. Change can be costly - so some actions needto be carefully thought through, clearly identifying the


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benefits and potential risks involved and to whom. You mayneed to seek advice from other experienced advocates aboutways that you and the individual or group with whom you areworking can protect themselves. Governments often have a

vested interest in maintaining the status quo and do notnecessarily take kindly to the quest for change. Having saidthat, bureaucracies themselves and governments are notstatic entities and are constantly engaged in to the processesof change and review. The skill is to identify pathways andpoints 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/departmenthave tended to subsume both terms, especially the 1990's. 'NewRight consumerist' ideology upholds this narrow conceptualisation.This perspective sees power as something that comes as a resultof being able to stand on your own feets (Parsons, 53). Thisperspective places the onus of the individual to change anddisregards structural and systemic forces outside of the individualthat 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 interventionscircumscribed by particular strategies, bodies of knowledge,interests and relations of power.

The Impact of New Right (Conservative) consumeristnotions of Empowerment on Advocacy

Advocacy has tended to focus exclusively on enabling individualsto speak out independently about their rights. Kerr (2001, 28)

discusses various rational choice theories which position therecipient as no longer passive but as one who is able to choose


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between services as a consumer (or customer). However thischoice is illusionary and belittles the inherently unequalrelationship between consumers and service agencies. Advocacyhas focused on participation, facilitating individuals to participate in

power structures. Advocates working in government fundedagencies may find a conflict between allegiance to clients andperforming the role of 'social police' (client monitoring and punitiveresponses), (see Kerr (2001, 29). A New Right conceptualisationhas resulted in an 'hands off' approach by advocates: doingnothing, that is not explicitly directed by the person for whom theadvocacy is being carried out - [Just because people are] speakingout about their rights [we cannot assume that] they are necessarilyempowered (Parsons, 53).

QuestionWhat do you make of Parson's allegation, does it ring true? Youmay wish to discuss this point with other students.

Critical approaches to empowerment

-the notion of empowerment creates a vogue image and an auraof moral superiority, it afford protection against criticism - Theterm lacks specificity and glosses over significant difference. Itacts as a social aerosol', covering up the disturbing smell ofconflict 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 thatyou do to others who thus become empowered by your actionsnot their own. Furthermore it has an ethical meaning thenempowering 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 ofconvenience, to justify the maintenance of disempowering policiesand practices rather than their elimination (Rees, in Solas: 1996,149)

An unexamined concept of empowerment in fact may lead to asituation where important issues for marginalised people are

obscured and distorted, leading to an incorrect focus. Certainpractices and structures that are disempowering end up being


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legitimised. Furthermore Solas argues that the perpetuation ofasymmetrical or unequal peer relations may be in part due to someof the key assumptions, goals and practices fundamental toempowerment (Solas 1996, 147). For example, empowerment

often involves situations where -public ill [are repackaged] - underthe guise of private troubles (Ward & Mullender 1991, 24). Issuesare often relates more to structural concerns have become'psychologised'. This is particularly common in the disability andyouth services fields with its focus upon - the unemployment orintegration 'problem' and the 'lack' of the client, which can be'solved' with reference to strategies such as competencydevelopment, 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, whoministers to the receiving client. As Rees states: Empowermentmay give the illusion of equality while in fact leaving theauthoritarian 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) thatseek to describe a group of people these stories are often basedon stereotypes, either positive or negative. Stock stories produceand are based on assumed characteristics of a group and canact as shorthand explanations for behaviour. Common stockstories for marginal groups include the story of survivors, victims,sufferers, malingerers, and bludgers. Stock stories result instereotyping - (negative) and even positive.

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


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The Usage of negative stock stories in law & representationssuch as campaign materials can reinforce negativity & createpassivity. Many groups as part of taking back power aredeveloping counter-stories of themselves.

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

Readings used in this chapter:

Boehm, A & L. Staples (2002) The Functions of the Social Workerin Empowering: The Voices of Consumers and Professionals,Social Work 47(4), 449 - 460.

Kerr, L & H Savelsberg (2001) The Community Service Sector inthe Era of the Market Model: Facilitators of Social Change orservants 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 ofempowerment', 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 Servicesto 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 ServiceWork', Australian Journal of Social Issues,Vol 31 (2), 146 - 156.

Solomon, B 91976) Black Empowerment: Social Work inOppressed communities,NY: Columbia University press.


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Wallerstein, N. & E. Bernstein (1988) "Empowerment education:Freire's ideas adapted to health education", Health EducationQuarterly,15(4), 379-94

Ward, D. & A. Mullender (1991) "Empowerment and oppression:an indissoluble pairing for contemporary social work", CriticalSocial Policy,11(2), 21-30.


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Chapter 4

Advocacy Strategies andApproaches


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Chapter 4: Advocacy - Strategies and Approaches

Let's recap our discussion about advocacy so far. Advocacyisn't an adjunct to our work - human services work entailsdifferent degrees of advocacy. We need to reflect`` upon ourrole - as servants of the state or agents of change. We havealso explored the concept of empowerment - empowerment andits relationship to power(lessness) as well as problems with theconcept. We now focus on strategies and approaches toadvocacy. Advocacy can be described as a craft certainlytechniques can be learned and practiced, but ultimately a goodadvocate is one who can master the art of persuasionand can

use the facts to strengthen and weave into their core advocacymessage:

the good advocate grasps at complex confused realityand constructs a simple clear-cut account of it a case isvery much an edited version [and] it is not just edited into aminimal account - it is an account edited with vestedinterests in mind The good advocate is not concerned withreproducing 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


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The first task after your situation analysis (see Chapter 3), thatneeds to be discussed and established is the Advocacycampaigns Core Advocacy Message(CAM). Tell me more?Itis a short, concise and persuasive statement. A Mantra of

representation The CAM relates to your goal and sums upwhat you want to achieve (See Figure 4.1). Its purpose: tocreate action you would like your stakeholders/politicians totake. The CAM is uses in everything: message becomes theLOGO.

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


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Figure 4.2. CAM and Difference Stakeholders

Core AdvocacyMessage (CAM) for

different Stakeholders

1. Issue/Problem

2. Size of issue or

problem

3. Effects

Message for Decision-

makers

Message for Partners and

Allies

Message for Resistant

Groups

4. Action

The delivery of information that seeks to educate and convincenecessitates different approaches in presentation. Education asa strategy involves informing about a CAM, by introducing a

topic or problem. Primary methods of informing include: makinga presentation, using radio and electronic media, designingposters and using the arts or music. Sensitising stakeholders incontrast involves presenting issues whilst scrounging the topic.Here the method is best restricted the seminars, conferences,meetings and debates.


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Counteracting theNegative

(or turning around theseemingly futile)

1. Own the negativesituation

2. Re-frame the negative

3. Adopt a Mitigation strategy


makers


Allies


(hostile) Groups

4. Securing positivepossibilities

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 toonarrowly - think laterally and broadly

Successful advocacy: enrolment of allies across multiplesocial worlds.

Core advocacy concepts (there maybe many and specific tocontext) - what is the theme, the message you want to keepgetting 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 workingwith? In groups - identity core skills and gaps. Bring inexpertise.

Develop an Advocacy plan - targets, timing, tactics and tools


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Core AdvocacyMessage (CAM) for

different Stakeholders

1. Issue/Problem

2. Size of issue or

problem

3. Effects


makers


Allies


Groups

4. Action

Three Approaches to Advocacy

Collaboration Campaigning Confrontation

Collaboration

Implies equality, working as a partnership. A Broad and diversecoalition politics -often involves trade-offs and compromises.Which ones are you prepared to make? Collaboration is onlypossible among those who have compatible, or shared interests inachieving that change. It is important to identify at the outset whatis 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 andpurview of advocacy concern).

Campaign

Campaigning involves applying pressure in a particular directionusually with the aim of persuading someone to see or do thingsyour way or to join your side. As such, it is an exercise in

persuasion - not necessarily the truth?? The development of core


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campaign concept(s) - i.e. the message -jingo's catchcrys. It's notwhat you say, but how you say it - translations of the message tocapture interest. Campaigning can generally be applied insituations 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 ofstatistics

Effective use of examples -research

Effective use of testimony

stories

Counter argument (linked to CAM)

Repetition and restatement

(linked to CAM)


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Confrontation

Confrontation - is likely to be an approach to take when theinterests of the 'other party' - the person or people who you are

trying to influence - are so different from the interests for which youare advocating that finding some ground, or some acceptablecompromises, do not seen feasible (Parsons, 1994, 124). Soconfrontation is concerned with Instigating or pressuring changeand not mere persuasion. As a strategy it can be used at theoutset 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 peoplewhoa re already more or less 'onside', but who still need to beeducated about your issues, or motivated to act on them. In thesesort of instances there may be quite different strategies that youwill want to adopt: use of theatre, art or music; educational orissues based conferences or forums, fliers or posters, fairs orsocial events. The list is endless and you should never be afraid toadd to it with your own ideas. (Parsons, 1994, 168)

Lobbying

All lobbying activities involves two components - contact andinfluence

Direct Lobbying

Personal meetings - key person of influence Telephone conversations

Individually written mail (See Appendix 2) Individually addressed mass mail outs


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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

Decisionmakers

AdversariesPartnersConstituents

Pressuring

Petitioning

Lobbying

Negotiating

Debating

Dialoguing

Mobilization

Sensitization

Audience/Stakeholder CategoryAdvocacytechniquesand tactics


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Some good web stuff: lobbying/advocacy

http://www.eff.org/Activism/lobby_techniques.faq (lobbyingpoliticians - USA).

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

pdf format

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


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Chapter 5

Conflicts, Dilemmas and Grey

Zones


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Chapter 5: Conflicts, Dilemmas and Grey Zones

Advocacy, by its nature involves steering a path betweencompeting interests - the person or group with whom you areworking, your own interests and fears, your employer (whererelevant) and other stakeholders. Advocacy occurs with an arenaof contestation and because of this the road of advocacy is litteredwith temptations, conflicts and potential dilemmas. Some of thesedilemmas are clear-cut, other are not! This week's topic will lookinto 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 toengaging in self-reflection. They are people for whom Self-knowledge is critical. They have explored such questions as - towhom or what am I attached? What is my motivation for engaging

in this task or work)?, What are my interests generally in the sectoror the community? Are there people that I need to keep on the sideof - and how do these relationship impact on the advocacy athand? Do I have any angst about certain issues or people? - Andthe list is endless. So there is a need to develop discernment skills- listening, reflecting, and weighing up. An advocate also needs tobe clear about an advocate's role and explain that role to others,including the people one supports. Ego's need to be left at theback door - a good advocate has the capacity to take advice and

delegate and refer issues to others.


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Urgency of issues

Time is an advocate's faithful companion, but sometimes situationsemerge where due to the urgency of the situation - time to reflect isnot an option. One skill that emerges often with experience is theprocesses of cutting to the issue(s) - sifting fact from emotion. Ifyou are uncertain about this process it is useful to link up with amore experienced person to dialogue your concerns. One guidingtemplate that can provide clarity amongst the stress is to return tothe core advocacy theme - revisit the questions - what is the'problem' and what is 'desired'. This many assist with sortingthrough immediate, short term and long term needs. Where

possible, keeping checking back with the individual or group youare working with. Sometimes the only possibility available toreduce the urgency is to redirect immediate needs e.g. protectionfrom harm, housing etc. You may then, be in a better situation towork on other longer terms issues. There are however certainconsequences that may result when different courses of action/nonaction are adopted. To complicate thing further, your actions mayalso need to be guided by your employer's policies andprocedures, duty of care requirement and any professional codes

of ethics. In either case we are dealing with the notion of informeddecision-making and the talking through of options.

Gathercole (1988) identifies 5 areas of potential conflict due to thefact that rarely are advocates totally freelance workers. Sometimesthey work for an independent advocacy agency. Other times anemployee might find himself or herself with an advocacy dilemmawhen acting for a person using the services of an agency that

employs them.

1. Organisational: Service provider loyalty and survival is seenas more important than the specific clients needs. Scandalavoidance is paramount.

2. Professional: A client's interests maybe disregarded as theirconcern may tarnish the image of a profession. In contrast aclient's needs may be (mis)used as a mechanism for self-promotion.


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3. Managerial: management interest maybe in conflict withstaff (and client) interests, especially when there is a focuson economies of business.

4. Personal: One's own interests may conflict with the clients,

and5. Competition: There maybe forms of favouritism whenworking with certain clients.

Conflicts - Between what a person (group) says theywant and what you think they need

The core issue here 'who' knows best. It is too simplistic to resortto 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 educationabout their impairments, about the world in general and the havenot had the opportunity to explore the consequences of actions asthey grow through life. The advocate, in contrast, holds a place ofprivilege, 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, differentpriorities, they are 'right' - you are 'wrong'. It is important in theseinstances to uncover any 'hidden' or unarticulated issues. Theethics of avoiding harm can be a guide in these situations. But youalso need to listen - look for factors that are significant for thegroup's view and provide as much information as possible -especially on consequences for the group/individual, others, alliesand opponents. In circumstances of a stalemate, it maybepertinent to assess your own role - are you the kind of advocatenecessary - reflect on 'best interests'.

Parson's check list

Try to be clear about why the person is saying what they aresaying, 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;


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Be prepared to spend time getting to the heart of whatpeople are saying rather than what is literally said

Remember you are an advocate not a caseworker ordecision maker

Be honest if you are unable to support the person/group andassist 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 ofmaking gains society is regressing. Further more, there is a lot ofrepetition and going over old ground. Acknowledging that we areonly a small part in a bigger chain can help in not becoming toooverwhelmed. Our job is to start the task, many others will helpfinish it.


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Leaving your

Constituency

(the people)behind

Due to significant differences in the power/knowledge ofmarginalized groups and training human services workers it is

not surprising that advocacy strategies, especially thoseconducted over time, end by becoming Advocacy run byexperts. To minimize this possibility, it is critical that peerleadership 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 authenticdiscernment process which can help in the difficult task ofnavigating between the competing tensions of Pragmatism andIdealism, that is agreeing to short term (incomplete) gains overlong term (holistic) aspirations. Watch out though, short termcompromises can create extra problems in the long terms andcan reinforce a negative stereotype. One example is the use ofpitiful images of disabled people to raise funds for a capacitybuilding 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


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early in the process and stay to it. It is useful to regularly askyourself whether you have become a Servant of the State orAgents of Change? In other words have you fallen into the trapof 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 tooclose to government agendas?? Other times it is easily todevelop a Reactive (defensive) approach to advocacy, ratherthan being Proactive. Good advocacy means controlling theissues on the basis of Interest of the individual or group youare working with.


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Conclusion

Staying alive and Hopeful!


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Conclusion

After working in the community development sector for twenty fiveyears you might wonder whether I am simply deluded about socialchange or harbour some secret masochistic desire for self-recrimination. There is no question that undertaking advocvacywithin the contemporary environment is challenging and stretching.In a world of increasing conservatism, fear and seemingintolerance about new ideas and debates the place of criticalthinking and action for positive social change remains vital. I aminspired by the logo of Amnesty International which portrays ofcandle shining through barbed wire. For me, that symbol

represents hope in even situations that look hopeless.


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Appendix 1 Media Relations

How to engagemedia?

Establish personal relationships (study

their stories)

Letters, telephone calls, office visits, email

Invitation to high profile events

Orientation seminars

Arranging interviews with high-profilepeople

Regular dissemination of up-to-date

information/data

Alternative media web blogs

Suggested Messageformats for media

Press release

Fact sheets/

background sheets

Press kit/media

packets

Press conference

Editorials

Letters to editor

hitchikers guide to advocacy in human services

Documents