GUEST ARTICLE
Virtual Chapters in Associations

GUEST ARTICLE
Association Toy or Tool?

Building A Solid Association Advocacy Strategy

Advocacy strategies do not have to be complicated.  More importantly, they should not be fixed or rigid plans but rather living breathing strategies that can adapt quickly to a constantly changing environment.  As President Eisenhower once states regarding strategy, “Plans are worthless, planning is everything.”

Advocacy strategies can be pro-active or reactive.  Pro-active strategies are more desirable as they are usually less costly, both in terms of dedicated financial and human resources and mitigating adverse effects of government regulations on members.  Pro-active strategies or “soft lobbying” is an attempt to put your organization ahead of the curve.  Sometimes however, advocacy strategies are developed in response to a particular government announcement, legislation or impending policy. 

Highlighting issues of potential concern and providing a professional assessment of the impact on members is critical.  It is important that associations continually scan the external environment and government agendas.  This allows associations to be less reactive in their advocacy approach

There are several key steps involved in the advocacy planning process.  Components of an advocacy strategy might include:

• Identify issue – what is your concern, problem or focus? 

• Set goals – what is your objective? What outcomes are acceptable and what alternatives are acceptable to the membership?

• Research and get facts – facts make your arguments more credible. Avoid anecdotes.

• Determine your target audiences – whom are you trying to communicate with? Elected officials, public servants, media, public or membership?

• Develop a formal position – develop statements, key messages, brief, or scientific paper

• Develop tactical action plan – timelines, activities, and assignment of responsibilities

• Communicate with your target audience – inform your target audience of your concerns.  Establish communications and begin developing relationship.

• Consult your membership – continue to seek input from your membership and involve your membership in the process.

• Keep your membership informed – keep your membership informed of progress

• Build coalitions – look to develop relationships with organizations of common interest.  Share information or join in more formal coalitions.

• Review Campaign – review campaign.  Make adjustments where necessary.  Fine tuning lobby efforts is key!

• Feedback – seek feedback from members, media, public, officials.  They can be good indicator of your future success.

Developing a Position

Developing a position is the most important component of any advocacy strategy.  However, for non-profit organizations with more than one member, developing a consensus around an advocacy strategy may prove daunting. 

One method of soliciting membership input is through membership questionnaires.  A simple questionnaire might state or review a list of key government relations issues and ask the membership to rank them in priority from most important to least important.  Once the results are tabulated, the association should have a clear direction and mandate from its members to focus on certain key issues.  These questionnaires are extremely effective when using the Internet as a delivery mechanism.

Often, however, time and resources do not allow your organization to canvass its entire membership for a response.   In my experience, the development of issue-specific committees is the quicker and more cost effective way to develop a position.  Short-term advocacy committees or ‘Task Forces’ are highly effective methods used by associations in developing positions to specific federal, provincial or municipal issues.  These committees can be highly effective in tapping member expertise and ensuring that staff fully represents member concerns.

It is impossible to have a detailed government relations or public position for every possible issue that might or might not arise.  Sometimes, developing a position on a particular issue may take weeks or months of consultations with your membership or board of directors.  As a result, organizations are left without a position when they need it most.  For example, your organization has an hour to respond to a journalist’s deadline and the issue is extremely important to your members, however, you don’t have a formal position.  Build contingency plans within your organization to address these circumstances.  Sometimes developing a position quickly is better than having no position at all.

Huw Williams is the President of Impact Public Affairs an Ottawa based government relations firm.  He is co-author of a book released this year entitled, “A Government Relations Guide for Directors of Non-Profit Organizations” published by the Canadian Society of Association Executives http://www.csae.com/.

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