Yesterday, my practice reflection post focused on my advocacy evaluation work, and later this week I will have something about supporting organizations in building advocacy capacity.
Today, though, I want to share some thoughts on what is a smaller part of my consulting practice, but something very meaningful to me:
Supporting advocates ‘midstream’, as they wage campaigns and seek to influence policy, right now.
I never wanted to be a contract lobbyist, despite receiving several offers after I left my full-time position as a nonprofit policy advocate.
I love lobbying only for what it can accomplish in pursuit of human well-being and social justice. What I miss, from my long days and late nights in the state capitol and my days going from door to door in U.S. Senate office buildings, is the thrill of partnering with powerful policymakers to do good for those who need champions, not the ‘game’.
And, as much as I do miss that aspect of my direct lobbying days, I had to face the reality that being a nonprofit lobbyist just isn’t super compatible with how I want to parent. I missed too many student award banquets huddled in the hallway on the phone with other lobbyists. Legislators don’t really get ‘Thursdays we have playgroup in the morning’. And media on a deadline don’t appreciate babies cooing in the background.
And that’s why, I think, even though I feel a particular calling to helping organizations build advocacy capacity, instituting systems that will sustain their efforts over the long term, facilitating tough conversations about the principles that should guide the identification of their advocacy priorities, and training nonprofit staff to take on leadership roles in the macro practice arena, I really can’t give up any opportunity to feel, vicariously, part of an advocacy campaign.
So I do some work supporting organizations’ development of materials and construction of strategies and communication with policymakers, even though I acknowledge that I’m always mediating this work through a lens of ‘how can I build longer-term capacity here?’. It can be one of the most frustrating parts of my work, since there are so many variables that constrain our joint effectiveness here, even if we’re ‘working’ our strategies exactly right.
And I want that experience, over and over again, because I believe that it keeps me grounded, right alongside my clients, in the frustrating parts of advocacy for them, too. I never want to lose track of how hard this is.
Mainly, I want to know from everyone who is advocating within a nonprofit organization: What do you need most, to win the campaigns that you’ve outlined for the coming 12-18 months? I’m asking not what would most build your long-term efficacy, or what would set you up with the strongest foundation for future advocacy, but what you need, in the field, right now, to make a decisive difference?
Here’s what I hear, in response to that question, from the organizations with which I’m working. How does this small sample align (or not) with your experiences? What should those of us who care about how nonprofit advocacy will unfold in the near term need to be doing to increase the likelihood of its success?
As part of the team: What I do to support advocates in the field
- Advocates don’t need more information; they need help sorting through it: Nonprofit staff and leaders often point to ‘lack of information’ as an obstacle to their effective advocacy engagement, but my years of working with advocates has convinced me that, well, they don’t really mean it. We are really inundated with information, today, about advocacy and otherwise. What busy nonprofit staffers–direct service providers, program managers, executive directors–need is a good way to sort through information, to filter it through their organizational imperatives and political analysis, and to prioritize what deserves action. This is the role that I play for some organizations with which I work, as a sort of breathing Tumblr, aggregating some information, highlighting other pieces, and helping them to situate input within their broader context. It’s not about overly simplifying; they can handle complexity. Instead, it’s about bracketing information, and the gathering of it, so that they aren’t paralyzed in the act of synthesis.
- Communication isn’t second-nature: SO much of advocacy is communication, and, while nonprofit leaders often have strong general communication skills, these don’t necessarily lend themselves perfectly to this specific type of communication. I do a fair amount of public speaking for organizations, and media work, too, not because they can’t tell their own stories or speak to their own issues, but because the ‘ramp up’ time for them to polish their communication skills (and build the capacity to feel comfortable there) may be considerably longer than mine to bone up on their specific issues. Again, this is not to say that there isn’t a need, long term, to build precisely those capacities, just that, in order to get a good article in the paper tomorrow or convince this civic group to sign their resolution, a communications shortcut may be in order. The same goes for policy briefs, talking points, and advocacy newsletters: sometimes, advocates need to be able to hit an easy button.
- Action planning is an art: A lot of my time supporting organizations’ advocacy is spent helping them think through strategies to get to their advocacy goals. Working with activists and organizers, the action planning is usually the most fun part–we have to fight the temptation to jump straight to thinking about round-the-clock prayer vigils targeting the Speaker of the House or priests getting arrested or making American flags out of immigrant children’s handprints (or, what, is that just me?). But the direct service providers who mostly make up the advocates I’m supporting in the field are steeped in a tradition of program development and more direct intervention, and even pivoting to the macro scale doesn’t immediately make them feel comfortable taking on public action. That doesn’t mean they can’t and don’t get excited about it, certainly, but it takes some prompting, sometimes, to get their creativity flowing that direction. It’s very rewarding work, this translation of the advocacy world to the social work organization. Especially when we get to break out the posterboard.
- Advocates need sounding boards: Doing advocacy work can be isolating, which seems paradoxical, since it’s all about relationships. But alliances aren’t the same thing as friendships, and social work advocates can feel like islands, sometimes, since they are alone among social workers in taking on advocacy (or feel that way) and alone among advocates in standing for justice (or feel that way). They can even feel adrift within their own organizations. So sometimes I feel as much like a lifecoach as anything, helping advocates reflect on their work, make plans for the future, and process their use of self in the advocacy world. It’s capacity building, in a sense, but it’s also debriefing and sustaining and crisis managing, which are sometimes the supports that advocates most need in this precise moment, too.
- Coalitions hate a vacuum: Coalitions can be very powerful tools for advancing nonprofit organizations’ advocacy objectives, but steering them in the right direction can be difficult. Sometimes, that’s where I come in. Often, a coalition just needs an infusion of energy and sheer human sweat to get going, and the individuals–and organizations–responsible for that push usually get to determine the ends towards which the coalition is deployed. I sometimes provide legislative updates to coalitions or staff their legislative committees. Sometimes I just represent the organization on the coalition leadership. Sometimes I recruit new members to populate the coalition. This can be time-consuming work that may be hard for the organization to justify initially, but we can usually demonstrate significant return on investment. Sometimes, we can tip the scales.
There are other elements, of course, including grassroots outreach, which is a favorite part of my work with immigration rights groups, but these are the core pieces, at least in my experience. What’s missing that you identify as a gap? What do you have well in hand within your own operations? How do you see your areas of needed investment, and what are your preferences for how you’ll fill these holes?