ADVOCACY MANUAL FEDERATED WOMEN S INSTITUTES OF ONTARIO

Transcription

1 ADVOCACY MANUAL FEDERATED WOMEN S INSTITUTES OF ONTARIO APRIL 2012

2 Table of Contents INTRODUCTION... 2 FWIO ADVOCACY GOVERNANCE ROLES Elections Provincial Advocacy Coordinator Branch Advocacy Coordinator s Roles and Responsibilities... 4 District Advocacy Coordinator s Roles and Responsibilities Area Advocacy Coordinator s Roles and Responsibilities DEVELOPING THE ADVOCACY CAMPAIGN 1. Selecting Issues Researching the Issue Developing the Resolution Types of Resolutions Drafting a Resolution Example of a Resolution Advocacy Campaign Considerations a) Timing b) Political Cycle c) Political Clout d) Symbolic Nature of an Issue e) Scope of Issue... 9 f) Partnership Opportunities...10 g) The Resolution...10 h) Political Contact...10 i) Perseverance and Follow-Up...10 j) Public Education Advocacy Tools Developing the Advocacy Campaign...11 ADVOCACY CAMPAIGN CHECKLIST and CONCLUSIONS ANNEX 1: MEDIA RELEASE OUTLINES...14 ANNEX 2: ADVOCACY CAMPAIGN CHECKLIST ANNEX 3: FORMAT FOR PROVINCIAL RESOLUTION 16 1

3 INTRODUCTION The Federated Women s Institutes of Ontario (FWIO) believes in taking action for the betterment of home, family and community. This may be done at local, provincial, national or international levels. The action may be in the form of a resolution, brief or formal letter submitted to the appropriate municipality, provincial or national agencies. It may also entail Members working together on a local project or with other organizations and municipal governments. Advocacy is about lobbying for and achieving change in government policy, programs, services, regulations, laws or communications. Occasionally, advocacy focuses on the private sector or other organizations which affect the lives and interests of citizens and local communities. FWIO has a proud history of influencing change by supporting worthy causes. National, provincial and local governments have responded well to our advocacy efforts over the years. We have been most effective when we choose our issues well, and are organized, passionate and articulate. Working with like-minded partners has also been very effective in achieving results. FWIO is an important public voice for rural and small town citizens. It is part of our duty to home and country that we utilize our public voice to create a more caring, responsive and responsible society for all citizens. Advocacy today is different than even five years ago. Communication is instantaneous, and issues often arise quickly and require great agility to be able to influence the public policy environment. Social media such as Facebook or Twitter can garner massive support for causes almost instantly. This manual has been updated in this context to support a shift towards a modern, more active and more effective FWIO advocacy function in a more electronic world. Modern organizations also focus on outcomes rather than just activities. To produce tangible results, it is important to set goals, develop strategies and plan well to achieve success. We need to use the best advocacy tools to produce a specific result. These tools include such things as letter writing campaigns to politicians, letters to the editors of local newspapers, press releases and press conferences, public meetings, conferences, information booths at public events, petitions, social networking tools such as Facebook or Twitter, partnerships, even demonstrations. It is the cumulative effect of sustained efforts that will produce concrete results. As such, advocacy today is best described as a campaign for change. 2

4 FWIO ADVOCACY GOVERNANCE ROLES Advocacy is a shared responsibility across the FWIO organization through three points of contact: Branch Advocacy Coordinator, District Advocacy Coordinator and Provincial Advocacy Coordinator. (Some Areas still also include an Advocacy Coordinator) Elections Branches and Districts should elect an Advocacy Coordinator at their Annual Meetings. The term of Office is Three (3) years, and elected annually. The membership may wish to elect a committee to assist the Coordinator, or the Coordinator may wish to appoint two (2) or three (3) to assist her. Areas may elect an Advocacy Coordinator but a resolution does not have to pass at Area to go forward to the Provincial Coordinator. If time permits, the Area can add more support. If a WI Member wishes to become a Provincial Advocacy Coordinator she must first have approval of her Area in the form of a vote. She then applies for the position and is elected at the Annual Meeting of the Federated Women s Institutes of Ontario. She may serve up to three (3) years. Provincial Advocacy Coordinator The FWIO Provincial Advocacy Coordinator plays a support role to the entire advocacy function. She keeps in communication with the President and Executive Director on key issues and seeks their advice and input on key issues, strategies and plans. She manages an electronic network of Branch Advocacy Officers so that they can liaise with and learn from each others experiences. She builds relationships with key partners such as the OFA, other agricultural and rural organizations, key government officials and other like-minded organizations. Specific responsibilities are to: a. Encourage Branches and Districts to research and to act on local issues; b. Track emerging issues and recommend appropriate actions; c. Be informed of key FWIO Branch advocacy activities within the Province; d. Alert Branches, the President and Executive Director, as appropriate, to possible issues of concern; e. Build partnerships and maintain liaison with key organizations relevant to the FWIO mandate; f. Maintain on-going liaison and information exchange with Branch Advocacy Coordinators and District Advocacy Coordinators, as appropriate; g. Coordinate Provincial level advocacy campaigns, as appropriate; h. Advise on appropriate resolutions and oversee the proper transmittal to 3

5 and sharing of resolutions at Branch, District, Area and Provincial levels; i. Convene ad hoc meetings of a Resolutions Committee to determine which resolutions to send to the Provincial level and ensure that electronic copies of resolutions are received 30 days in advance of Board meetings, with all appropriate signatures; report back to Branches on any resolutions not sustained; j. Advise Branches/Districts on the appropriateness of letters, media material, organization of meetings, collaboration with partner organizations, letters to the editor of local newspapers, media strategies, meetings, presentations, interventions, conferences, reports, etc. for effective advocacy campaigns, and maintain electronic inventories of material on file which can be shared quickly with other Branches and Districts to assist in their efforts; k. Maintain an annual electronic file of Provincial, District and Branch advocacy reports; l. Compile relevant electronic reports for annual meetings; m. Prepare an annual report; n. Write articles as required for the Home & Country ROSE Garden; o. Attend Area meetings if possible and make presentations and workshops on Advocacy; p. Conduct an orderly transfer of responsibilities to one s successor, and q. Refer to the FWIO Handbook. Branch Advocacy Coordinator s Roles and Responsibilities The specific responsibilities of the Branch Advocacy Coordinator are to: a. Track emerging issues and recommend appropriate actions. Branches are responsible for doing their own research; b. Alert Branch executive and Members to possible issues of concern and advise them on how best to exert their influence; c. Prepare appropriate resolutions, letters, media material, organize meetings, draft letters to the editor of local newspapers and press releases, contact media, set up information booths at events, write reports, etc., in consultation with the Provincial Advocacy Coordinator who may have material on file which could be used to assist; d. Prepare budgets to support advocacy activities; e. Maintain a complete electronic or paper file of advocacy activities for reporting and succession purposes; f. Complete relevant electronic reports for District meetings; g. Prepare an annual report with a copy to the District, Area and Provincial Advocacy Coordinator; h. Maintain communications with the Provincial Advocacy Coordinator. This is to ensure coordination and communications between Branches and Districts involved in advocating on the same or similar issue; i. Conduct an orderly transfer of files to your successor, and j. Refer to the FWIO Handbook. 4

6 District Advocacy Coordinator s Roles and Responsibilities The specific responsibilities of the District Advocacy Coordinator are to: a. Send a copy of all local resolutions to all the Branches in the District prior to the District meeting at which they will be presented; b. Present the resolutions for discussion and voting at the District Meeting; c. Prepare a copy of each resolution sustained and forward the resolution at once to the appropriate authority with a copy of the supportive material, making sure each resolution is properly signed; d. Send a copy of even local resolutions to the Provincial Advocacy Coordinator and the Area if they have one; e. Resolutions that are of a Provincial, National or International matter must be forwarded to the Provincial Advocacy Coordinator along with all research and back up material; f. Be prepared to work along with the Provincial Advocacy Coordinator to further the spread and action of the resolution; g. Maintain electronic or paper file of all advocacy activities including back-up material; h. Prepare a report for District Annual and forward a copy to the Provincial Advocacy Coordinator; i. Prepare a budget to support the advocacy program; j. Conduct an orderly transfer of files to your successor and k. Refer to the FWIO Handbook. Area Advocacy Coordinator s Roles and Responsibilities The position of an Area Advocacy Coordinator is not a requirement of FWIO, but in some parts of the Province an Area Advocacy Coordinator still plays an important role. Her responsibility is mainly administrative and she is responsible to: a. Alert Branches to possible issues of common concern across Branches and coordinate activities as appropriate; b. Help Branches and Districts develop a common advocacy campaign plan as required, with proposed specific initiatives for Branch approval; c. Advise Members of Area issues, in common among Branches potentially affecting cooperative advocacy efforts; d. Maintain electronic or paper file of Area Advocacy Material; e. Conduct an orderly transfer of files to your successor; f. Complete a report for Area Convention, and g. Refer to the FWIO Handbook. 5

7 1. Selecting Issues DEVELOPING THE ADVOCACY CAMPAIGN Issues can be local, regional, provincial, national or international. Issues must be chosen carefully based on: a. The worthiness of the issue to the Branch or to FWIO and its strategic direction; b. Ability of the Branch or FWIO office to sustain necessary action and follow-up; c. Whether the issue is local and best addressed locally by the individual Branch, or requires collaboration with other Branches and Districts to achieve Area-wide change. 2. Researching the Issue It is important to do the necessary homework to have a credible advocacy campaign. It must be clear what kind of change is sought, whether the change is federal, provincial, municipal or local. The best information source is the government website and can be accessed at or or Google the municipal website. Similarly, websites of key partner organizations such as the Ontario Federation of Agriculture provide up to date information on their key issues along with contact names and phone numbers. Websites of reliable organizations are the best way to ensure quality research information from the internet. Establish whether there is an existing law or procedure on the matter. If so, is it being enforced or does it need some changes? 3. Developing the Resolution A resolution should normally be used as the basis of authority to carry out an advocacy campaign. Developing a resolution is also helpful to clearly articulate an issue and secure Branch or Provincial level consensus of the majority of Members or help secure buy-in of others. A resolution is a formal statement of the actions of a Board of Directors that empowers officers to carry out the organization s business. The resolution should be: Non-partisan. For the general good of all. Respectful of civil rights and religious freedom of individuals and groups. A clear statement of intended action with supporting statement(s). Adopted by consensus of the majority of Members. 6

8 Types of resolutions There are four types of resolutions: 1) A Branch Resolution which can be adopted by the Branch Members at large by a majority of votes and acted upon without Provincial, District or Area approval and is related to a local issue. 2) A Branch Resolution requiring District and Provincial approval to adopt. This is normally an issue which is beyond the local authority of a single Branch and District to implement and could be provincial or national in scope, but has a sponsoring Branch. 3) A Provincial Resolution which is triggered by the President and/or Provincial FWIO Executive on behalf of FWIO as a whole or a top down Resolution. 4) A National Resolution sustained by the national FWIC executive at the Annual Convention and requiring FWIO support. When a resolution is used as a working document with other organizations, it is probably more accurate to refer to it as a petition or joint statement as an FWIO resolution can only be sustained by FWIO Members and may not be co-signed by non-fwio Members. FWIO can pass a resolution and other organizations can support that resolution with letters, statements or their own resolution. Drafting a Resolution Format The Request should: Make one main request Be clear and well worded Be directed to the right person/ministry or organization The Supporting Statement should include: The need Material which helps prove the need (research material) The Whole Resolution should be written legibly or typed on 8 1/2 x 11 letter head of Branch, District, Area or Provincial depending on who is sending this resolution. Make sure you have the proper signatures and that it is dated. 7

9 Example of a Resolution RESOLUTION TITLE Whereas... [purpose, reasons, facts] Whereas... [more reasons and facts] And whereas... [more reasons and facts if necessary] Therefore be it resolved that the Federated Women s Institutes of Ontario [urge, request, support, petition, recognize, encourage, demonstrate, fund, offer, support, demand, recognize, etc...] Branch/District/Area Name... Date Resolution Sustained...Place of Meeting.. Moved by... Seconded... Signed and dated by Branch, District, or Area President as appropriate. (Note: a Resolution sent by the Provincial Board is a different format, see Annex 3) 4. Advocacy Campaign Considerations There is no single set of rules for advocacy. While a resolution is usually the best tool for articulating issues and concerns, it is also possible to use, for example, a letter to the editor, etc. instead as a basis for achieving Member consensus. The following are some considerations to help the Branch Advocacy Coordinator develop an advocacy strategy: a. Timing: If the issue has a short political window for action, the campaign must be adjusted accordingly. However, change normally takes time and governments respond best when pressure is from more than one group. The greatest success is usually from a well-planned, sustained campaign over a period of time. b. Political Cycle: There are different phases to the political cycle which can often dictate the best advocacy approach: Pre-election phase - During the pre-election phase, election platforms are being developed and political parties are assessing public pressure on a variety of issues. Ideally, a major policy change is contained in a Party platform document if it is a significant issue. Throne Speech - In the early weeks and months of a new government, following a general election, preparations are made for a Throne Speech and first Budget. This is an opportune time to press for reference to a big policy change in these initial documents, which are usually a blueprint for how the government will discharge its mandate 8

10 over the next four years. Mandate Implementation - The annual Budget also provides opportunities for getting government buy-in for change. Often there are public consultations leading up to the Budget, usually tabled in the later winter or early spring. o Often, there are public consultation processes which encourage public participation. o Legislative committees call for witnesses to appear as Bills make their way through the Legislature/ House of Commons. Groups can request an opportunity to appear through the Committee Clerk. o During a normal government mandate, many other decisions of a more straightforward policy, legislative, regulatory, service/program delivery, etc. are taken. There is plenty of opportunity to appeal to a government`s constant interest in demonstrating that it is responsive to citizens during the course of its mandate. Unanticipated pressures and crises will always arise, providing opportunity to lobby for change. o In a minority government, the dynamic with the Opposition often means that there are opportunities to/for collaboration on issues as part of the system of give and take needed for a minority government to survive and to implement its agenda. Closure - Towards the end of the electoral cycle, governments take stock of progress they ve made and identify those undone things which it wishes to complete as part of its mandate. This is not usually a good time for new, unbudgeted initiatives unless there are gaps in the government`s track record or its responsiveness to key voting constituencies or otherwise its ability to leave behind its desired legacy. c. Political Clout: Rural and small town voters have important electoral clout in our system of government as rural constituencies have become larger as the rural population has dwindled (this is because constituencies are determined largely on population and geographic area). Thus, many rural constituencies are often influential to electoral success. Women are half that population. Therefore, the FWIO voice is a significant one and it is very important to identify how best to use FWIO to advocate on issues. d. Symbolic Nature of an Issue: When the FWIO name is invoked, FWIO values, history and reputation are at stake. This is a consideration in deciding what issue(s) to advocate on. FWIO individual Members always have the autonomy to advocate on their own but must be careful to ensure that individual action is not confused with the FWIO hat. 9

11 e. Scope of Issue: Often it is discovered that what appears to be a local issue is actually broader and should be shared by a number of other Branches or even province-wide or nationally in order to make real progress. The best approach then is a coordinated one. f. Partnership Opportunities: Success in achieving change is more likely if other groups and organizations are also supportive. Partners can also help lighten the advocacy workload and share costs. g. The Resolution: A decision needs to be made whether to use a Resolution or not. Constitutionally, a Resolution provides the legal authority for FWIO to act on matters within its mandate and is a preferred means of ensuring that members are fully aware of what they are undertaking and why. However, other advocacy approaches are possible and other tools can be used occasionally, e.g., a letter to the Mayor/MP/MPP, a letter to the editor of a local newspaper, a meeting, a petition, etc. instead of a resolution, if appropriate. It is important to keep the Provincial Advocacy Coordinator informed in all instances. h. Political Contact: Governments generally respond best to collaborative rather than combative strategies. As a general rule, the first line of advocacy should be to the Government directly. If contacting a minister, then a copy should be sent to the local MP or MPP whether in government or opposition. The Provincial Advocacy Coordinator can advise on the best approach. i. Perseverance and Follow-Up: It is important to sustain advocacy pressure and to think of advocacy as a campaign for change rather than a single action. For example, after writing a letter to a Minister, it is important to seek a follow-up meeting, write another letter, launch a public communication campaign (letter to the Editor of local papers, talk shows, starting a Facebook group, speaking at local public meetings, demonstrations, engaging Opposition MPs or MPPs, circulating petitions to the public, etc.) as additional steps to increase pressure to achieve desired change. j. Public Education: Sometimes the best approach is an indirect one. Educating other citizens about an issue and relying on their public reactions can often be the best approach. FWIO has had enormous success with this approach. This is often the best approach when an issue is before the courts and the Government is unable to interfere with a judicial process. 10

12 5. Advocacy Tools When putting the FWIO voice, reputation and networks to work, it is important to choose the most appropriate advocacy tools for the job. The following are some of the normal lobbying tools used. The resolution usually forms the basis of the campaign: Letter writing campaigns to government officials, MPs, MPPs, Mayors, Councilors, school boards, organizations or other possible partners with influence on an issue. Public communications to influence public opinion: o Press releases (see outline in ANNEX 1); o Letters to the editor; o Electronic media (websites, Facebook, etc.); o Speeches; o Individualized letters are more effective than form letters. Always include your mailing address, even in correspondence; o Information booths at public events or other locations; o Releasing position papers. Powerful, accurate research, facts and relevant information to create a solid business case. Partnerships/networks with other like-minded organizations, groups and individuals. Petitions with as many signatures as possible, whether paper-based or online. Organizing meetings and delegations to attend meetings. Appearing before government committees as witnesses as Bills proceed through the legislative approval process. Demonstrations. 6. Developing the Advocacy Campaign Different levels of issues require different levels of engagement and action. Sometimes issues arise quickly, requiring prompt action. The bottom up processes leading to an annual general meeting may be too cumbersome and time consuming to be effective in this case. Perhaps rapid, provincial level top down action is more appropriate. 11

13 Other issues may be less time sensitive and require fundamental change. For these, building buy-in and awareness on a Branch by Branch level, through resolutions, area approval, and then provincial-level approval is a more effective way to proceed. This is particularly important when seeking to expand a provincial issue nationally or internationally. There are four levels of advocacy campaigns: Level One Campaign: The issue is mainly local and the Branch conducts its advocacy campaign locally. This could involve: writing to the local MPP, MP, Mayor or Councilor; writing editorials in local newspapers; speaking on local radio or television stations; speaking out at local meetings; operating information booths at local events; working in partnership with local groups or citizens; etc. If a resolution is involved, an copy should be sent to the Provincial Advocacy Coordinator and District Advocacy Coordinator along with back-up material. This might be useful for other Branches or Districts. Level Two Campaign: This involves a District level campaign and engages more than one Branch. Issues are broader than a single Branch, but are sub-provincial or regional in nature. Again, relevant government officials, MPs or MPPs may be contacted. Level Three Campaign: This is a top down provincial level campaign on province-wide issues, coordinated by the Provincial Advocacy Coordinator. It can begin at the Branch level on a vital issue which is then shared by other Branches. The Coordinator builds on the Branch or District campaign to broaden it into a province-wide effort, or, it could be based on a provincial issue identified by the President, Provincial Executive or the Provincial Advocacy Coordinator and developed centrally to be shared with Branches. It usually involves the FWIO President writing to and meeting with federal or provincial Ministers or the Premier or senior officials. Level Four Campaign: This is a province-wide, national campaign, triggered by a National Executive resolution and coordinated by the Provincial Advocacy Coordinator. It involves as many Branches as possible. It is sometimes based on an issue that the FWIO will take/has taken to the national AGM for national support and could also include international issues. 12

14 ADVOCACY CAMPAIGN CHECKLIST AND CONCLUSIONS ADVOCACY CAMPAIGN CHECKLIST: Each advocacy effort is unique and should be designed to produce the best outcome. However, there are some standard steps contained in the checklist of steps in ANNEX 2. CONCLUSIONS: Finally, it is important to be realistic about the FWIO s capacities to manage change and the processes associated with advocating change. Our work is largely undertaken by volunteers. Our budgets are limited. Therefore, it is important to select our advocacy issues well and to channel FWIO resources effectively. Collaboration of effort and sharing of insight and experience are key to our effectiveness. Working with partner organizations, such as the Ontario Federation of Agriculture, is important. 13

15 ---For Immediate Release--- ANNEX 1: MEDIA RELEASE OUTLINES NEWS RELEASE Federated Women s Institutes of Ontario News Release July 17, 2011 London, Ontario - Subject of and purpose of the announcement, short background on the issue and details of the announcement. A quote from a key individual on the issue helps explain the public position being advocated. Details of any event being announced: the event, venue, location and address, date, time and agenda if available. Contact: Name, title, phone number. (Note: Provincial News Media Releases are released from the Provincial Office) LETTER TO THE EDITOR Address your letter to the Letters to the Editor and Dear Editor. Write clearly, concisely, and proofread your work. Limit your letter to 200 words or less. Comply with the paper s formatting rules. If you do not follow the paper s guidelines, your letter may be disqualified. Cite statistics to support your argument. Include your name and contact information. Most papers verify this information before printing and will not print anonymous letters. Make sure your letter is timely. Read the editorial page daily to ensure your letter is not redundant with other letters and that your message has a unique angle. If your letter is not published, keep trying. Editors choose stories based on reader interest and if they perceive a strong interest in a topic from the community, they are more likely to run stories on it. 14

16 ANNEX 2: ADVOCACY CAMPAIGN CHECKLIST Idea Are we passionate about and committed to the issue? Plan Is the issue Local, Area, Provincial, National or International? Research and analysis (government/non-government websites). Type of change: Legal? Regulatory? Policy? Program or service delivery? Better information or communications? Timing, methods, tools, processes needed for change? Consult Advice from Area Chair or Provincial Coordinator. Possible partners and shared concerns? Partner contributions. Draft resolution shared in advance with partners if appropriate. Approve Advocacy plan approved with clear expected results, proposed initiatives by whom, how, when, cost, next steps. Expectations of partners. Resolution sustained at Branch, District and/or Provincial level as necessary. Timing of District/Provincial approval if needed. Implement Write and send appropriate letters, petitions, media releases, hold public meetings, etc. within Branch jurisdiction. Seek Area/Provincial approval for actions beyond local Branch. Monitor Track and measure progress. Submit reports and keep Provincial Coordinator up to date on progress. 15

17 ANNEX 3: FORMAT FOR A PROVINCIAL RESOLUTION (May be used by any Level of WI) Example: 1. State the issue: e.g. Lights required at the corner of Brown and Blue Streets 2. Tell why: a. The number of accidents that have occurred there b. Residential Area c. Difficulty in crossing for pedestrians 3. Be sure to give enough detailed information and statistics in your examples, include photos and newspaper articles. 4. Express your concerns on this issue and suggest possible resolutions for the problem. E.g. 4 way stop signs. Have the Advocacy Coordinator and President sign and date the letter. Resolved that the Federated Women s Institutes of Ontario request the pass legislation that would make mandatory that the 16