first 5 advocacy toolkithealthpolicy.ucla.edu/programs/health-data/data... · 2011. 11. 4. ·...

First 5Advocacy Toolkit

This publication was prepared forThe First 5 Association of California

by

The Center for Health Improvement

April 2004

About the First 5 Association of CaliforniaThe First 5 Association of California works to improve the lives ofCaliforniarsquos youngest children and their families through an effectivecoordinated and inclusive implementation of the California Childrenand Families Act at the local and state levels The Association is anonprofit membership organization comprised of county childrenand families commissions throughout the state along with othergroups that are also dedicated to making a difference in the lives ofchildren and families

About the Center for Health ImprovementThe Center for Health Improvement (CHI) is an independentnonprofit health policy center dedicated to improving populationhealth and encouraging healthy behaviors CHI uses evidence-basedresearch as the basis for policy innovation and implementation Sinceits inception in 1995 CHI has partnered with all levels ofgovernment advocacy organizations and community associationsphilanthropic foundations and educators

Copyright copy 2004 Center for Health Improvement andthe California Children and Families FoundationAll rights reserved

Copies of this publication can be downloaded from the followingwebsites httpwwwccafaorg (for county childrenand families commissions only)or httpwwwchipolicyorg

For further information please contact

Center for Health Improvement1330 21st Street Suite 100Sacramento CA 95814Tel (916) 930-9200Fax (916) 930-9010httpwwwchipolicyorghttpwwwhealthpolicyguideorg

copy 2004 Center for Health Improvement

AcknowledgementsThe Center for Health Improvement (CHI) thanks thefollowing individuals for serving as content advisorsreviewing the draft and making valuable suggestions

Casey Beyer Director of Government AffairsFirst 5 Los Angeles

Brenda Blasingame Executive DirectorFirst 5 Contra Costa

Jennifer Botta Acting Executive DirectorFirst 5 Monterey County

Jamie Cook-Tate Community Outreach ampEducation ManagerFirst 5 Ventura County

Nina Machado Executive DirectorFirst 5 Amador

Sherry Novick Executive DirectorFirst 5 Association of California

Melissa Parlee-Hirth CommunityEngagement and Information SpecialistFirst 5 Monterey County

Wendy Rowan Executive Director HumboldtCounty Children and Families Commission

Judy Rutan Executive DirectorFirst 5 Kings County

Pat Wheatley Executive DirectorFirst 5 Santa Barbara County

Several CHI staff members contributed to thedevelopment of this document including CindyKeltner Chief Operations Officer Cristina AcostaProject Manager Jeffery Hall Research Analyst andHelen Zwall Technical Specialist

This publication was developed with fundingprovided by the California Children and FamiliesFoundation with grants from the David and LucilePackard Foundation

About the ToolkitThe First 5 Advocacy Toolkit (toolkit) has beendeveloped to assist county children and familiescommissions as leaders in advocating for childrenrsquosissues The toolkit is divided into two main sectionsmdashAdvocacy 101 for those just entering the field of policyand Advocacy 401 for those who have done someadvocacy but want to expand their skill set The toolkitprovides helpful tips and tools related to severaladvocacy topics such as

The Policy Process

Building Coalitions

Communicating with Policymakers

Conflict Resolution and Consensus Building

Media Advocacy

Each section of the toolkit serves as a ldquomini primerrdquo onthe topic with references to helpful samples and toolslisted in the appendices Users may find it helpful toskip directly to sections in which they are particularlyinterested The toolkit and the attachments listed inthe appendices are available online at the followingwebsites httpwwwccafaorg andhttpwwwchipolicyorg

Table of ContentsIntroduction 5

What is Public Policy 5

Lobbying and Advocacy Whatrsquos the Difference 5

A First 5 Opportunity 6

Advocacy 101 7

Choosing an Advocacy Issue 7

Developing an Advocacy Action Plan 8

About Coalitions 10

Stating Your Case 11

The Policy Process 13

Communicating with Policymakers 14

Evaluating Your Efforts 19

Advocacy 401 Complexities of the Process 20

Conflict Resolution and Consensus Building 20

Negotiating Effectively 23

How to Build a Coalition 25

Achieving Parity on Policy Issues 27

Community Engagement for Advocacy 27

Media Advocacy 30

Conclusion 33

References 34

Appendix 1 Tools 36

Appendix 2 Samples 37

First 5 Advocacy Toolkit 5copy 2004 Center for Health Improvement

IntroductionPolicy decisions touch the lives of children and their families everyday From regulating clean air to increasing or limiting access to healthcare services public policies can help or hinder our childrenrsquos healthand well-being Policy advocacy is critical to ensuring that the publicpolicies set in our cities counties and state positively impact ouryoungest children and that policies that would harm our children arenot enacted

What is Public PolicyPublic policy can be defined as a system of laws regulatory measurescourses of action (and inaction) and funding priorities concerning agiven topic chosen and promoted by public authorities Publicpolicies are established by organizations and political units such asboards of supervisors city councils municipal utility districts and thestate legislature They can be documented and enacted through a localordinance statute (law) regulation executive order or court ruling

Lobbying and Advocacy Whatrsquos the DifferenceWhile there are complex legal definitions of lobbying and advocacythe key difference is that lobbying entails support or opposition tospecific legislation at the federal state or local level while advocacydoes not specify a legislative proposal The following chart providessome examples of lobbying and advocacy to illustrate the difference

L o b b yin g A d vo cacy

W ritin g to yo u r elec ted o ffic ia l to ask h im h er to vo te in favo r o f a sp ec ific b ill

In v itin g elec ted o ffic ia ls to p artic ip ate in a co m m u n ity fo ru m to d iscu ss b arriers to p ren ata l care in th e co u n ty

A sk in g m em b ers o f yo u r o rgan izatio n o r th e gen era l p u b lic to co n tact e lec ted o ffic ia ls to vo te in favo r o f a sp ec ific b ill

D evelo p in g a p u b lica tio n th at exp la in s th e p ro b lem o f p o o r o ra l h ea lth in yo u n g ch ild ren an d d evelo p in g gen era l reco m m en d atio n s fo r p o licym ak ers co m m u n ities an d sch o o ls

C o m m u n icatin g yo u r p o sitio n su p p o rtin g o r o p p o sin g a p ro p o sed b allo t in itia tive to a m em b er o f th e gen era l p u b lic

E n co u rag in g th e co m m u n ity to ca ll yo u r o rgan izatio n fo r m o re in fo rm atio n ab o u t th e b en efits o f q u ality early care an d ed u catio n p ro gram s

E n gagin g a lo b b yist p u b lic rela tio n s firm o r o th er in d iv id u al o r o rgan izatio n to u n d ertak e th e ac tiv ities lis ted ab o ve in su p p o rt o f a sp ec ific b ill o n yo u r b eh alf

In v itin g yo u r elec ted o ffic ia l to v isit yo u r sch o o l read in ess p ro gram

The First 5 Advocacy Toolkit 6copy 2004 Center for Health Improvement

All organizations can advocate and depending on thetype of organization (eg non-profit public) somemonies may be used for lobbying purposes For moreinformation on lobbying rules and regulations seeAttachment 1 in the Tools Appendix

A First 5 OpportunityThe Institute of Medicine identifies policydevelopment as a core function of improvingpopulation health Therefore leaders are needed toensure that important issues related to childrenrsquoshealth and well-being are brought to policymakersrsquoattention As experts on what our youngest childrenneed to be healthy and ready for schoolCommissioners and Commission staff are perhaps themost important advocates for children 0-5 On someissues that affect children there are establishedcoalitions that Commissions can join to conductadvocacy efforts (eg tobacco control) and in othercases Commissions will be the trailblazers (eguniversal preschool) Regardless of the issueCommissions have the opportunity to make asignificant lasting impact in their communities in thestate and even in the nation by making childrenrsquosissues a priority to policymakers

Engaging Communities in Advocacy

Involving community groups in advocacy iscritical to ensuring that you have defined theadvocacy issue appropriately Community-basedorganizations parents grandparents and othercommunity members know best what they needCommissions are well-positioned to engagecommunity groups in advocacy for a variety ofreasons including their extensive granteenetworks Moreover Commissions can use theirclout to help ensure that socially andgeographically isolated communities have anadvocacy voice See pp 28-29 of this toolkit formore on this topic For resources on civicengagement including a video toolkit and apromising practices guidebook go to the First 5Association website at wwwccafaorg

Commissioners Begin AdvocacyDiscussions

Commissioners from around the state havebegun productive discussions on the ldquowhyrdquo andldquohowrdquo of developing a statewide advocacynetwork While still in the early discussionstages Commissioners have shared many ideasabout how to leverage Commissioner resourcesto speak on behalf of young childrenthroughout the state The potential power of astatewide advocacy network of Commissionersis clear By imparting a similar message andspeaking in a consistent voice to policymakersaround the state Commissions can raise thevisibility of issues and have a significant impacton policy change For more information aboutthese ongoing efforts contact Sherry NovickAssociation Executive Director at (510) 526-9999 or sherryccafaorg

For information on First 5 Association advocacyefforts see Attachment 2 in the Tools Appendix

ldquoNever doubt that a smallcommitted group of peoplecan change the worldIndeed that is all that everhasrdquo

-Margaret Mead


Advocacy 101Basics ofAdvocacy

Choosing an Advocacy IssueMost people who volunteer and advocate for different causes aredeeply driven by their convictions In some cases we work to engageorganize and empower individuals to advocate for themselves or theirchildren In other cases we advocate for a population that cannotadvocate for itself This is certainly the case when it comes toadvocating for children As First 5 Commissioners and staff you havealready identified the population for which you want to advocateThough your population is targeted there are many concerns that fallunder the umbrella of childrenrsquos health and well-being that can beadopted as advocacy issues From advocating for universal preschooland access to health insurance to ensuring that child care workers arepaid a living wage the list of childrenrsquos advocacy issues can be quitelong How do you choose an issue or set of issues for focus

Criteria for Choosing an IssueWhile the specific criteria that you use to select an advocacy issue mayvary slightly by Commission the criteria below can be used as a guideYou should always ensure of course that your advocacy issue alignswith the vision mission and goals of your Commission

bullbullbullbullbull Addresses a perceived threat Does the issue present a threatto the health and well-being of children 0-5 and theirfamilies

bullbullbullbullbull Proposes a true benefit Do you have a solution in mindbased on promising or best practices Will working on thisissue result in improvements in the lives of families withchildren 0-5

bullbullbullbullbull Presents a unique opportunity to contribute Does theCommission have unique information to contribute to thedebate on this issue

bullbullbullbullbull Allows for civiccommunity engagement Does the issuepresent an opportunity for your Commission to involvepeople who are directly affected by the problem therebybuilding their capacity and ability to make changes in theirown communities

bullbullbullbullbull Provides an opportunity for leadership Does the issuepresent an opportunity for your Commission to establish aleadership position that enhances its role in the communityCan the Commission fill a needed role as a facilitator publiceducator andor advocate


bullbullbullbullbull Is realistic Can the advocacy goal berealistically achieved

bullbullbullbullbull Is simple Are the problem and solution clearand easy to understand and explain

bullbullbullbullbull Is backed by public opinion Does the issueresonate with the public

In addition to considering these criteria you mightalso want to select an issue in which you already havea relationship with a key decision maker who willhave influence over the policy process you are seekingto influence (eg a county supervisor mayor or statelegislator) See p 11 for related ideas on crafting yourmessage

Developing an Advocacy Action PlanIt is important to complete a plan before startingadvocacy activities Your action plan should includespecific short- and long-term goals objectivesstrategies and tactics with clear timeframes and areasof responsibility Goals and objectives strategies andtactics all are concepts we frequently use and confusein planning Often we end up with a row of ldquodust-catchersrdquo on our bookshelves instead of useful actionplans on our daily agendas Solid planning shouldprovide a road map for wherever your Commissionand its partners want to go An agreed upon plan ofaction is a source of motivation providing a basis forshared decision-making Letrsquos take a step back toclarify the terms

bull Goals are what you are trying to achieve withyour efforts Goals delineate endpoints foryour activities They can be short- medium-or long-range For example if your issue isadvocating for increasing wages for child careworkers your goal might be that a majority ofyour cityrsquos child care centers will support awage increase for their staff

bull Objectives are sub-goals or signposts alongthe way to your goal(s) They are measurableachievable relevant to your mission goal andtime-frame An objective for the above goalmight be that by June 30 of next year 50 ofyour cityrsquos 60 child care centers will pay theircaregivers a living wage of $Xhour

bull Strategies define how you will reach yourgoal and objectives To reach the priorobjective for example your organizationrsquosstrategy might be to increase outreach andeducation on the policy to area child carecenters

bull Tactics are the short-term implementationactions to make a strategy work Tacticaldetails such as training staff on the issueupdating your contacts database to ensure youhave accurate contact information for thechild care centers and developing writtenadvocacy materials are the realisticcheckpoints that will make or break youroutreach and education strategy

Once yoursquove selected an issue develop your actionplan using the guidelines in Attachment 3 of the ToolsAppendix A sample action plan chart is included


Case Study 1 First 5 Contra Costa Uses Policy Platform for Advocacy Efforts

Commissions may choose to develop their policy platforms under a broad issue umbrella That iscertainly illustrated by First 5 Contra Costarsquos policy platform which serves as a public statement of theCommissionrsquos positions on selected policy issues The platformrsquos issue statements are fairly general andspan a number of broad categories including child health family functioning child development andsystems for families See Attachment 1 of the Samples Appendix for a copy of the policy platform TheCommissionrsquos platform has successfully provided the Executive Director with the ability to conductadvocacy on specific issues and respond quickly to advocacy opportunities without continually seekingCommission approval Developing the policy platform was not easy however The first step involveddefining the overall role of the Commission in the community

Commission as Advocate and Catalyst for Systems ChangeDuring the Commissionrsquos early strategic planning sessions Commissioners realized that there wereproblems that they could solve with funding but there were also many problems that they could not solvewith funding Broad issues such as universal health access and affordable accessible quality child care forall children were important to families but were not issues that could be addressed by the Commissionalone At the same time the Commission recognized that they had just enough money to serve as achange agent to making a lasting impact on the community by advocating for important policy changesrelated to children This dual rolemdashfunder and advocatemdashwas embraced by the Commission andreflected in the Commissionrsquos strategic plan which included a policy development and advocacy strategyLater the Commission solidified its vision by adopting a role statement which positions theCommission as a leader and partner in creating systems change for very young children and their familiesbased on best and promising practices The Commission fulfills this role by being a funder facilitatoradvocate and public educator See Attachment 2 of the Samples Appendix for a copy of the rolestatement At one point budgetary concerns caused the Commission to question whether or not toinclude advocacy and policy issues in its role statement However the public weighed in during aCommission retreat and voiced concern that no other organization would fill this advocacy role Thispublic input was critical in the Commissionrsquos decision to remain active in advocacy and policy-levelldquosystems changerdquo projects

Putting the Platform TogetherAfter the role statement was adopted the Commission established a policy advocacy committeeconsisting of a small group of Commissioners that drafted a purpose statement and began developmentof advocacy issue areas and a priority table The Commission then voted on and approved the purposestatement issue areas and priority areasmdashdocuments that later served to focus the policy platform (Dueto the budget crisis baseline statements were also created as a framework for reviewing federal state andlocal budget actions) See Attachments 3-5 of the Samples Appendix for copies of the advocacy committeepurpose statement priority table and baseline statementsOnce the committee had developed a draft of the policy platform stakeholders were invited to attend ameeting to review the document Though there were many stakeholders who felt that the platform wasnot specific enough the Commission urged them to think more broadly to allow the Executive Directormore latitude in her advocacy work After two additional drafts the policy committee sought and gainedCommission approval of the document Brenda Blasingame Executive Director of the Commissionemphasizes the importance of engaging Commissioners in a conscious intentional discussion aboutwhether it sees its role as a policy advocacy force in the community She also recognizes the lastingpromise of First 5 as a change agent Noting a remark made to her by a colleague early in her tenure withthe Commission she says ldquoThe beauty of Prop 10 is the opportunity to make some change at a systemslevel that could possibly stick long after Prop 10 is gonerdquo

For more information on First 5 Contra Costarsquos policy platform contact Brenda Blasingame ExecutiveDirector at (925) 335-9991


About CoalitionsSingle agencies or advocates working in isolation areoften less effective than groups of advocates inchanging public policies If you havenrsquot yet you maywant to consider building a coalition As a cross-cutting organization Commissions are in a uniqueposition to convene diverse groups interested in anissue Coalitions can start small comprised of theCommission and one or two agencies that maybenefit from acting together Choose partnerscarefully to ensure that they are committed to yourcause and work well with other participating agenciesCoalitions have many benefits including

bull Participating organizations and agencies canpool their resources

bull Member organizations can become involvedin broader issues

bull Results often go beyond that which could beachieved by any one organization

bull Community-wide efforts can be launched

bull More effective and efficient use of resourcesand services can be planned (eg duplicationof service delivery can be eliminated)

bull Communication cooperation and ideageneration can be promoted

bull A broader more stable constituency base canbe built for an issue

Case Study 2 Coalition Efforts ldquoPay Offrdquo

The First 5 San Luis Obispo Children and Families Commission along with 50 local organizationssuccessfully advocated to direct part of their countyrsquos Master Settlement Agreement dollars to fund healthcare services in their community rather than non-health related services A coalition of local organizationscosigned a letter to the San Luis Obispo County Board of Supervisors with recommendations based oncounty-specific data The coalition was successful largely due to the broad-based coalition of support andkey community stakeholders who joined together to advocate for their issue For a copy of the coalitionletter see Attachment 6 in the Samples Appendix

bull A more diverse community-based approachto the problem can be generated

bull The group working in concert can generatemore political sway than as single agencies

Coalitions can also have their drawbacks Allocatingstaff resources to manage the coalition can beexpensive if coalition members are not willing toshare assignments and responsibilities In additiondecision-making may take longer and advocacypositions adopted by the coalition may be weakenedin order to satisfy all members Despite thesedisadvantages coalitions can often be the best way toaddress problems faced by communities


Before Forming a CoalitionBefore forming a coalition ensure that you haveclarified the advocacy ldquoissuerdquo to yourself by asking thefollowing questions

bull Can you easily articulate the problem youhope to solve through your advocacy efforts

bull Why is this a problem in your community

bull Are there organizations or individuals whomight argue an opposing view If so have youthought about how you would counter theirarguments

bull If your efforts were successful how would thecommunity benefit Community-basedorganizations will be more likely to considerworking with you if solving a problemprovides a direct benefit or if inaction causesharm

Finally before contacting potential partners find outif there are other members of your community whoare already working on the issue If a coalition alreadyexists and you share similar goals you may simplydecide to join their efforts Connecting with otherorganizations that are working on similar issues isimportant so that policymakersmdashand the publicmdashhear a unified message Failing to coordinate canconfuse people and hinder your efforts For examplewhen two groups that have not communicated placesimilar issues on the same ballot voters tend to voteldquonordquo on both issues due to their confusion about thedifference between the two initiatives

If you decide to move ahead with a new coalition seep 22 for information on how to build a coalition

Stating Your CaseData can play a critical role in explaining why an issueis important and in making the case for policy changeThey can be used to describe the problem faced byyour community and help make your solution to theproblem convincing to others Typically the mostpersuasive uses of data combine both quantitative andqualitative elements (For a description of thedifferences between quantitative and qualitative datasee Attachment 4 in the Tools Appendix) Datarepresent the raw numbers and statistics gleaned from

research reports and surveys When data are analyzedand presented in a meaningful way they becomeinformation

Wherever possible data should be incorporated intoall of your communicationsmdashwhen meeting withlegislators city council members and other electedofficials talking with the media preparing writtenmaterial testifying at a public meeting or writingletters to policymakers There are two basic rules toremember when using data for policy advocacy

bull Rule 1 You will depend upon data for nearlyall aspects of policy advocacy work

bull Rule 2 Data by itself and especially in itsraw form are seldom sufficient to swayanyone to your side

Data donrsquot speak for themselvesmdashultimately theirusefulness is determined by the credibility of thesource and how you interpret and report the dataPresentation is a key element of using data tocommunicate a clear and meaningful message Whileyou should strive to incorporate data creatively intographic form numbers alone arenrsquot sufficient toconvince an audience of an issuersquos importance Acompelling written analysis must be coupled withyour data to effectively make your case this can beaccomplished by using a technique called ldquosocialmathrdquo Social math is a practice aimed at making datamore interesting compelling and understandableConsider the following statements


A It is estimated that 947 million packs ofcigarettes worth $126 billion are soldillegally to children under 18 every yearThese products generate $221 million inprofits for the tobacco industry This is onlya small part of the profits In 1997 the fourmajor American tobacco companies PhilipMorris RJ Reynolds Brown amp Williamsonand Lorillard reported profits of $78billion Overall the tobacco industry spendsabout $5 billion of their profits per yearpromoting smoking in the US

B The tobacco industry spends more moneypromoting smoking in a week than theentire federal government spends onpreventing smoking in a year

While statement A contains more specific data andinformation statement B is more compelling becauseit is less cumbersome When using data to deliver yourmessage be sure to carefully select the most relevantinformation Keep it simple an overwhelmingamount of data may hurt rather than help your caseby burying your main points Also try to put yournumbers in some sort of context for policymakersStatement B is clearer because it puts the numbers inperspective by comparing tobacco industry andgovernment spending For more information on socialmath see Attachment 5 in the Tools Appendix Thenext section provides further suggestions on how topresent data in a way that gets policymakersrsquoattention

The Famous ldquoOne-Pagerrdquo DevelopingEffective Fact SheetsHow you present your data to policymakers is crucialin determining whether or not your message isreceived the way you intended Everyone is busy andpolicymakers are no exception Oftentimes they donot have time to read through lengthy reports nomatter how well-written A single sheet (can bedouble-sided) that highlights your position and toparguments is often more effective in getting your pointacross than longer documents Commonly referred toas a ldquofact sheetrdquo or ldquoone-pagerrdquo this document is asummary of a specific problem presented in a clearformat Preparing accurate fact sheets to informpolicymakers will establish your credibility andenhance your organizationrsquos advocacy role Ideallyyou should bring a fact sheet with you when you meet

with policymakers If you need to provide a morelengthy document send it as a follow-up to themeeting when you thank the legislator for the visitA fact sheet should define the problem succinctlyindicate the breadth of support for your policy ideahighlight any successful models and includesuggestions for policy changes as well as referencesWhile you may be tempted to include every last bit ofdata yoursquove collected avoid the ldquoblizzardrdquo strategy asyour main points might get lost Rather rememberthat clarity is critical If your fact sheet is easy to readand understand it helps make your case and remindsthe recipient of your position after you have gone SeeAttachment 7 in the Samples Appendix for sample factsheets

Is My Fact Sheet Effective

An effective fact sheet

bull Summarizes the problem in one or twosentences

bull Uses current data and supportingstatistics

bull Avoids ldquolying with statisticsrdquo or usingmisleading graphs

bull Is written in simple language and isgeared towards the audience it is meantto reach

bull Includes district-specific data (ifpossible) and compares local data withstate and national figures

bull Includes the name address andtelephone number of a contact person

bull Uses headings to highlight the mainmessages you want to convey

bull Is no more than one page in length(front and back)

bull Includes a professional-looking chart orgraph (ie bar chart trend line graphpie chart)


The Policy ProcessThere are three major arenas in which to influencepolicy at the state levelmdashthe budget process thelegislative process and the regulatory process Thebudget and legislative processes are described brieflybelow

California Budget ProcessImportant policy changes often happen within thebudget arena Whether you fund or de-fund a programmakes a huge difference in the types of services thatare available for children and families Below is asummary of the California state budget processtimeline

bull July-September State departments submitbudget requests to the California Departmentof Finance

bull October-January Governor sends proposedbudget to the Legislature

bull January-February Budget proposalintroduced in Assembly and Senate as budgetbills

bull March-May In both Senate and Assemblybudget committees the budget bills arebroken down and assigned by subject area tosubcommittees hearings are heldsubcommittees vote on every line item

bull May Revision The Governor releases changesto hisher budget proposal which are basedon the actual and projected changes to thestatersquos income and expenditures TheLegislature then holds separate budgethearings after which the subcommittees voteon proposed changes and submit a report tothe full committee

bull Late May-June The budget committee in eachhouse votes on budget bill a conferencecommittee resolves to reconcile anydifferences between Senate and Assemblyversions of the budget a single budget bill isforwarded and voted upon by each house

bull June-July Governor receives the budget andhas until July 1st to sign or veto the budgetbill after signing the budget the bill becomeslaw If the budget is not signed by July 1stspending on many programs may bewithheld which may in turn impact servicesto children and families

There are several ways to influence the budgetprocess including providing public testimony insubcommittee hearings where most of the changes tothe budget bill are made You can also communicateyour concerns to your legislators by writing callingor visiting them For more information on thebudget process including a graphic depiction of thesteps above see Attachments 6 and 7 in the ToolsAppendix

Legislative ProcessBelow is a simplified synopsis of the steps in thelegislative process For more detailed informationon the hearings that are held in each houseincluding graphics on how a bill becomes a law seeAttachments 8 9 and 10 in the Tools Appendix

1 An idea is generated and a Senator or AssemblyMember feels the idea is important enough toauthor a bill

2 The bill is introduced in a first hearing (in theSenate if authored by a Senatorin the Assemblyif authored by an Assembly Member)

3 If the bill requires an expenditure of funds itmay be heard in the Senate and AssemblyAppropriations Committees as well as policycommittees

4 The author presents the bill in the appropriatepolicy committee Testimony may be heard insupport or opposition to the bill The committeethen votes on whether to pass the bill At thispoint the bill may be passed passed withamendments made into two-year bill or killed

5 If passed the bill moves through the house oforigin is read again discussed and voted uponTo be passed bills generally require 21 out of 40votes in the Senate and 41 out of 80 votes in theAssembly If the bill requires an appropriation27 votes are required to pass the bill in theSenate and 54 votes are required to pass the billin the Assembly (in both cases a two-thirdsmajority)

6 Once passed on the floor of originating housethe bill moves to the other house and steps 2-5are repeated

7 If passed through the second house withoutamendments the bill goes directly to theGovernor If amended by the second house thebill moves to the house of origin for consensus


If the house of origin does not agree with theproposed amendments the bill is referred to theConference Committee (comprised of both Senateand Assembly representatives) If a compromise isreached the bill is voted upon again in bothhouses

8 If both houses approve the bill goes to theGovernor who can sign or veto the bill

Advocates can have influence in virtually all stages ofthis process From idea generation to providingtestimony in committee hearings to sending letters tothe Governor in support or opposition of a bill Notethough that advocating a position on a bill isconsidered lobbying which may not be permitted bysome organizations For more on lobbying rules andrestrictions see Attachment 1 in the Tools Appendix

Legislative Resources

Your State Representativeshttpwwwleginfocagovyourleghtml (enter zipcode in box)

Legislative Calendarhttpwwwleginfocagovlegislative_calendarhtml

Bill Information httpwwwleginfocagovbilinfohtml

Senate Committee Membership ftpleginfopubliccagovpubdailyfilesensenate_committees

Assembly Committee Membershipftpleginfopubliccagovpubdailyfileasmassembly_committees

Schedule of Committee Hearingshttpwwwleginfocagovtodevnthtml

Communicating with PolicymakersAll you have to do to influence policymakers is to tellthem what is needed right If only it were that easy Itis true that the most effective way to influence policyat any level or in any sector is through direct contactwith policymakersmdashand continuity is key Be aware

that your credibility is established based upon yourtrack record as well as the quality of your services

You can optimize your credibility in several ways

bull Maintain direct regular contactCommunicating with policymakers on anongoing basis to develop a crediblerelationship is preferable to limiting contactto those occasions when you desire theirassistance before an important vote If youmake promises be sure to follow throughCommissions who want to developrelationships with legislative staff begin withthe District Office Activities can includeeducational field trips for staff and legislatorsinclusion in newsletter mailing lists andregular correspondence For example in onecounty Commission staff have conductedsuccessful stakeholdersrsquo breakfasts with locallegislators funded agencies and partners Inanother county Commission staff take newlyelected legislators out to breakfast andeducate them about the importance of qualityearly care and education

bull Increase your visibility Your visibility as anissue expert is enhanced when you collaboratewith other individuals and groups that areinterested in similar or related issues Thisoften means investing the time to identify keyallies and begin working with them onmutual issues

bull Provide a clear and consistent image Yourmission statement is an enduring statement ofyour Commissionrsquos goals and purpose It isdeveloped in part to signal interested partiesand policymakers about where your agencyldquofitsrdquo into the broader spectrum ofcommunity advocates and how they can workwith you Consistent information about yourCommission and mission should be includedin all communications with policymakers

Establishing a communications plan is a good way toaccomplish the strategies listed above See pp 31-32for information on developing such a plan


Who are the Policymakers

Public policymakers are people who work atlocal state and federal levels of governmentThey establish the rights and standards forentire groups of people There are severalpolicymakers that Commissions can target foradvocacy Below are just a few

bull US President

bull Members of Congress

bull Governor

bull State Assembly Members

bull State Senators

bull Legislative Committee Chairs

bull Mayors

bull City Managers

bull County Supervisors

bull City Councilmembers

bull School Board Members

Crafting the MessagePolicymakers are extremely busy people and alwayshave many advocacy groups vying for their attentionAs a general rule policymakers are most likely tolisten and respond to you if your issue is

bull Supported by their constituents This ismainly true for elected officials whose jobsdepend on getting and keeping votes Beaware that elected officials are mostinfluenced by their own constituents whenthey believe these groups represent importantgroups of voters You can show them howvoters in their jurisdiction care about the issueby using opinion poll data or organizingconstituents to write letters or provide publictestimony

bull Related to pending legislation ordinancesbudgetary items Communications withpolicymakers tend to have maximum impactwhen they concern pending legislation or anissue of particular interest to a givenpolicymaker When policymakers have tomake an imminent decision on an issue theymay be more likely to listen to yourviewpoints

bull Presented to them succinctly using currentdata and simple language In writtencorrespondence be sure to summarize theproblem in one or two sentences describehow the problem affects local communitieslimit correspondence to one page (front andback) and include a signature with up-to-datecontact information

bull Linked to them in a personal way If you canfind a hook that gets a policymaker tounderstand the issue in a personal way theywill be much more likely to take ownership ofthe issue and support your efforts

bull Supported by their campaign contributorsPolicymakers will often respond more quicklyif you can work with one of their funders torelay the advocacy message for you

All communications should follow some simple rulesuse current data and simple language summarize theproblem in one or two sentences describe how theproblem affects local communities limitcorrespondence to one page (front and back) andinclude a signature with up-to-date contactinformation


Method Pros Cons Bottom Line

E-mails bull Inexpensive fast and easy to send

bull Less personal

bull Will be ignored if unclear that constituent is sending

bull Use sparingly more formal communications are often better

Letters bull Personal bull Postage expense

bull Congress not currently accepting due to poison scare

bull Good vehicle as long as not generic

Phone Calls bull Quick and easy

bull Personal

bull All have voicemail

bull May not reach legislator first time (but reaching staff can be just as good)

bull Can be an excellent way to communicate

Personal Visits bull Personal ldquo facerdquo time

bull Difficult to schedule depending on legislative calendar

bull May get bumped to 2nd tier staff

bull An excellent way to make sure you are remembered

Methods of CommunicationCommunication can take many forms includingtelephone calls faxes letters e-mails fact sheetspublic testimony and face-to-face meetings withpolicymakers But which method is best Below is atable that lists the pros and cons of different types ofcommunication methods

In addition to these communications methods youmight consider presenting oral andor written testi-mony in public hearings

Above all personal contact is most effective Forexample letters can have an impact as long as they arepersonalized Generic letters are placed in a pile forstaff to create generic responses A personal letter orphone call followed by a visit is a good strategy Tomeet with a legislator simply call the legislatorrsquos officeand ask for the scheduler to set up an appointmentFor a sample script for calling to set up an appoint-ment see Attachment 8 of the Samples Appendix

Communication Methods


Other Tips

bull Develop a relationship with legislative staffDue to term limits state legislators have ashortened tenure in office Staff will often stay inthe Capitol longer than legislators When youidentify staff who are invested in your issue it iscritical to build a relationship with them andtrack their location in the Capitol so that you cankeep communicating with them if they changepositions

bull Make friends with community leaders and localpolicymakers Take every opportunity to workwith community leaders and local officials so thatyou continue to be their source of informationwhen they run for local and state office Obtain aroster of elected officials and research theparticular officialsrsquo interests before your meeting

bull Be a credible stable source of informationBecause legislators do not stay in office as long asthey used to they are relying more than ever onadvocates to inform them on the issues Advocateswho are armed with ideas on solutions to aproblem rather than just the problem itself willbe more likely to succeed

bull Do your research on the policymaker Make sureto avoid lobbying a legislator on an issue onwhich they are already working or alreadysupport If you ask them to take an action theyhave already taken you may lose ground

bull Use perspective (big picture county level andground level) When talking with policymakersand elected officials give them several views of theproblem or issue you are working on Byincorporating a ldquomile-highrdquo view a countywideperspective and a ground level look at the issueand how it affects constituents in their districtsyou will help elected officials see the importanceof your issue

bull Create collateral Draft materials includingpamphlets and one-pagers that you can leavebehind These ldquoleave behindsrdquo can supplementyour personal visit and educate additional staffmembers that you might have missed Thesematerials could be a quarterly newsletter orprogram pamphlet that highlights efforts in thelegislatorrsquos district and encourages readers to viewyour website for more information

bull Prop 10 101 Often the public (including electedofficials) has trouble distinguishing betweenProp 10 First 5 Association of California andFirst 5 California Offer a pamphlet or documentthat quickly clarifies and brings them up to speed

Samples amp Tools to Help YouCommunicate with Policymakers

Tools Appendix

Attachment 11 Tips for E-mailing Policymakersin the Internet Age

Samples Appendix

Attachment 9 Sample Script for Calling aPolicymakerAttachment 10 Sample Letters in Support of aProposalAttachment 11 Sample Letter Opposing aProposalAttachment 12 Sample Written TestimonyAttachment 13 Sample Oral Testimony


Case Study 3 First 5 Los Angles Pursues the Politicians Starting a GovernmentAffairs Committee

With about 58 elected officials who have jurisdiction over LA County and are involved in decisionsaround funding and resources First 5 LA identified a clear need for a governmental affairs committee toreach out and connect with local and state elected officials ldquoInforming regional elected officials of theCommissionrsquos work plays a critical role in raising awareness and securing funding for our causerdquo saysCasey Beyer Director of Government Affairs for First 5 LA

How and why did First 5 LA develop a government affairs committee and what were the ingredients tosuccess In August 2002 the government affairs department was established to take a more active role inpublic affairs and to increase the Commissionrsquos visibility with LA Countyrsquos large state and congressionallegislative delegations First 5 LA also expanded its existing communications committee to include agovernment affairs focus The symbiotic nature of communications and legislative advocacy eased thetransition for committee members as they took on this new focus Beyer noted that the combinedcommittee was a natural outgrowth of two departments that had similar objectives (eg informingeducating different constituencies developing and ensuring consistent First 5 messaging buildingrelationships and conducting advocacy efforts)

But the Commission found that there were challenges inherent in creating a government affairscommittee The main challenge was connecting with all of the critical legislators The primary goal wasto establish and maintain relationships with policymakers and their staff including school districts andlocal municipalities which was formidable given the size of LA County Another challenge was tomaximize the skills of each committee member The support and commitment of the Executive Directorwas crucial to keeping everyonersquos roles and duties clearly defined

The committee meets monthly to hear updates from First 5 LA staff on pertinent issues and relatedactivities The meetings also serve as an opportunity to set new goals on community and media outreachand further legislative actions linked to First 5 LA

The committee created an action plan that included meetings and goal setting According to Beyeroutreach to governmental offices should be the first priority One-on-one meetings with elected officialsand their staff allow First 5 LA to showcase the different programs that help children in LA County First5 LA also uses a monthly e-newsletter and a quarterly legislative meeting (See Attachment 14 in theSamples Appendix for a sample of the newsletter)

So far their efforts are paying off First 5 LA collaborated with First 5 California and the First 5Association of California to help shape a successful First 5 advocacy presentation that prevented theBoard of Equalization from making an inconsistent and unfair annual transfer from the First 5 trustfunds to Proposition 99 programs They have also increased participation in county events sponsored bylocal elected officials and kept legislators connected by publishing their monthly Legislative Update e-mail newsletter which reaches more than 400 legislators their staffs and other children advocatesthroughout California The committee also benefits from highly committed Commissioners who attendmeetings and actively engage elected officials

Currently the committee is working to increase levels of outreach to include all branches of governmentwithin LA County The committee has also been ramping up efforts to promote their new First 5 LAHealthy Kids Initiative the Master Plan for Preschool and Partners for Families funding initiatives aspart of the First 5 LA Strategic Plan for 2004-2009 For more information on First 5 LArsquos governmentaffairs committee please contact Casey Beyer Director of Government Affairs at (213) 225-6433 orCBeyerfirst5org


Evaluating Your EffortsBy evaluating your advocacy efforts you will have theopportunity to clearly see your progress assesschallenges and improve your programrsquos overallimpact After all the effort invested in the advocacycampaign why wouldnrsquot you want to see howsuccessful yoursquove been

Why Should You Evaluate Your AdvocacyWorkThrough evaluation you will have the opportunity tojudge your own effectiveness and learn from yoursuccesses and mistakes Evaluating your advocacyefforts will allow you to provide effectivenessinformation for funding reports and will provideeffectiveness data that can be used to support a searchfor funding By evaluating every step of the way youcan modify your approach if you discover anyproblems

You will also be able to track the impact of yourmessagemdashwhether yoursquove reached your intendedaudience and whether theyrsquove taken any action inresponse to your efforts If you discover that yourmessage lacks impact with its intended audience ordoes not reach them at all you will know that youhave to re-examine your message and delivery beforeyou commit additional resources or replicate theproject

Evaluation also helps demonstrate to stakeholdersthat your advocacy work is cost-effective If you areable to measure the impact of your messagemdashdollarssaved or made through policy changesmdashyou canbetter justify the campaignrsquos value Sometimescharting this type of change on a large-scale presentschallenges By focusing on the individuals or smallergroups positively impacted stakeholders can still get asense of the campaignrsquos worth

Finally by comprehensively evaluating the entiresystem you are attempting to modify with yourcampaign you can note confounding influencesbeyond your control that may have inadvertentlyimproved or diluted your advocacy impact

Evaluation Methods VaryThe most basic and inexpensive evaluation method isa process evaluation A process evaluation measureswhat is happening to whom how often and for howmuch money Qualitative data from a processevaluation can reveal the sentiment of a coalition or a

legislatorrsquos attitude towards your cause Quantitativedata is simply how many people are showing up atmeetings how many meetings are held and howmany legislators or key stakeholders attend suchmeetings

An outcome evaluation assesses the impact of aneffort or program such as an advocacy program Datagathered from an outcome evaluation will showwhether the campaign is meeting stated intermediategoals Outcome evaluation findings will addresswhether an organizationrsquos policies have changedthrough the influence of your advocacy work

Lastly an impact evaluation takes a look at the far-reaching goals of an advocacy campaign In an impactevaluation the campaignrsquos effect on broaddeterminants of health policy and programminggoals are usually examined Due to the wide scopeand reach of an impact evaluation impact evaluationstend to be the most costly evaluation method Impactevaluations may occur during the advocacy campaignat the conclusion of the campaign or even years later

Evaluating to Increase Advocacy ImpactThe process of policy advocacy builds benefits at eachstep

Awareness of issue increased Public debateincreased Opinions changed Policies changed

Policy changes implemented Positive impactchange in peoplersquos lives

Herersquos a more detailed example Ask yourself where inthe chain you might meet challenges and how youcould evaluate your success in that area

Finally your Commission must define success foritself Whether yoursquove selected a process evaluationoutcome evaluation or impact evaluation bench-marks selected before you even begin will proveinvaluable Setting goals and achieving them or re-grouping and pursuing them from another angle willbenefit your advocacy cause and your organizationalreputation and will help to maintain positive moralewithin your organization

Build awareness Change policy Impactpeoplersquos lives


Advocacy 401Complexities ofthe Process

Conflict Resolution and Consensus BuildingDispute resolution and consensus building may be used when yourun into others who arenrsquot yet on board with your mission and planor worse yet when your agenda runs into competition with anotherorganizationrsquos agenda How do you bring on reluctant collaboratorsor meet potentially negative resistance head on Settlingdisagreements and knowing how to work with detractors can be aninvaluable asset

Conflict ResolutionWhat is it Conflict resolution is the process of resolving a dispute ora conflict (between two parties) permanently by considering eachsidersquos needs and adequately addressing their interests so that they aresatisfied with the outcome

Conflict resolution aims to permanently solve the existing problem sothat you can have an effective working relationship or at least get onwith your work once the process is finished Through following theconflict resolution formula both sides (and multiple parties) can beassured that their perspective is heard and considered Conflictresolution is similar to mediation in that often a neutral third partybecomes involved to assure objectivity Conflict resolution usuallyinvolves three partiesmdashthe two in dispute and the facilitator ormediator

Below are the steps in the process

1 Create an effective atmosphere A comfortable atmospheresets the stage for real work to get done by both parties

2 Clarify perceptions Get to the bottom of what the conflict isall about be direct and establish that both parties most likelyare in an interdependent relationship

3 Focus on individual and shared needs Focus on the ideathat both parties need each other to resolve the conflict and todo their good work

4 Build shared positive power Draw the positive energy ofparticipants into the process and frame power as an asset thatall participants hold rather than insisting that one party hasthe upper hand

5 Look into the future and learn from the past Donrsquot stayrooted in previous disagreements and be sure to de-personalize arguments and focus on the present


6 Generate options Avoid preconceivedanswers ask for options from both sidesbrainstorm options and narrow down to ldquokeyoptionsrdquo

7 Develop attainable goals or ldquodoablesrdquo Theseare specific actions that have the best chanceof being successful

8 Craft mutually beneficial agreements Byboth parties agreeing these solutions will beclear will last and will not create furtherconflicts

While you may be able to resolve conflicts withoutldquooutsiderdquo assistance resources such as non-profitmediation services are available Trainings are alsoavailable if you would like to turn one of your staffmembers into a skilled mediator The ConflictResearch Consortium at the University of Coloradohas a website with available resources httpwwwcoloradoeduconflict

Consensus BuildingWhat is it Consensus decision-making requires thateveryone agree with a decisionmdashnot just a majority asoccurs in majority-rule processes In consensus-basedprocesses people must work together to develop anagreement that is good enough (though notnecessarily perfect) to satisfy everyone at the tableConsensus building processes often involve a trainedmediator or facilitator

Consensus building (also referred to as collaborativeproblem solving or collaboration) is a process inwhich individuals productively resolve issues developstrategies or make decisions guided by a facilitator ormediator Consensus building works particularly wellwhen there are multiple interests and when multipleparties are involved and the disputants do not fitwithin the confines of the conflict resolution modelConsensus building also makes use of a mediator or afacilitator and involves participants from multipleparties in developing the process

The basic steps of consensus building are as follows

1 Participant identification andrecruitment The mediator or facilitatorwill identify all key participants Ignoringor overlooking involved parties will likelycause complications in the process

2 Design of the process to be used Thefacilitator will often get the partiesinvolved in the disagreement to worktogether on an agenda By co-creating theprocess together participants will feelmore ownership in their solutions andcompromises

3 Problem definition and analysis Themediators will encourage the participantsto reframe their arguments fromldquopositionsrdquo to ldquointerestsrdquo which tend tobe more negotiable

4 Identification and evaluation ofalternative solutions Participants areasked to brainstorm and suggestalternative solutions New mutuallybeneficial alternatives are preferredParticipants can brainstorm together or assmaller sub-groups

5 Decision-making Each potentialsolution will have its benefits and barriersto implementation All alternativesshould be considered in terms of howthey will benefit each party Finalsolutions are fine tuned with all partiesgiving input and all parties must agree tothe decision

6 Finalization and approval of thesettlement The participants in thenegotiations process must eventually takethe decision back to their organizationsand try to secure their buy-in Thenegotiation process may be complicatedif participants in the consensus buildingprocess do not hold any decision-makingpower To facilitate the negotiations tryto include participants with authority tomake decisions or else encourageconstant communications with the parentorganization at breaks

7 Implementation Once all parties sign onto the negotiated-by-consensus solutionthe difficult step of implementationremains Challenges will often developduring this phase but the relationshipsfostered during the consensus buildingprocess provide an effective basis forworking to resolve any unforeseen issues


The way that issues in dispute are framed can be acritical factor in the outcome of the dispute and oftenconsensus building facilitators will try to re-directissues in terms of interests as opposed to values orneeds which are not as negotiable

Which Is Best To UsemdashConsensus Building Or ConflictResolutionConsensus building may be preferred for conflicts thatinvolve multiple parties because it keeps everyone atthe table to work through their challenge Conflictresolution is the most positive and effective means togain agreement in two-party disputes

Understanding the full scope and nature of yourconflict and the value system of the key players willhelp you select the right process and facilitator tosolve your dilemma

Conflict Resolution and ConsensusBuilding ExerciseConsider the hypothetical scenarios below Whichwould be more suitable to conflict resolutionWhich to consensus building

Scenario 1 Your Commission has leveraged$20000 dollars that can be used to advance theinjury prevention goals and mission of yourCommission Three distinct ideas have beenproposed to use the funds One group ofCommissioners would like to put out an RFP forseasonal safety programs that would address timelyinjury prevention issues while another group ofCommissioners would like to put a planning grantout to bid to explore the need for a county injuryprevention coordinator Finally a third group ofCommissioners feels that the money should besaved and added to future monies to make a largergrant possible While all three ideas may addressinjury prevention the plans are quite different Inthis case consensus building might be the best way tosolve the dilemma Why What are your next steps

Scenario 2 Your Commission is helping tocoordinate a school readiness collaborative in yourcounty Recently two partners in the collaborativehave become disgruntled One agency believes theother agency has been receiving more than its fairshare of technical assistance a belief that wasexacerbated by the other organizationrsquos recentsuccess in gaining local press coverage The otheragency feels it is not receiving extra assistance andthat the other organization is merely bitter and hasbecome combative Both agencies have refused toparticipate in collaborative meetings until thesituation is resolved Your task is to bring bothagencies back into the collaborative and reduce anyfurther disruption of the collaborativersquos work Youdecide that this particular disagreement might be a greattime to do some conflict resolution Why What are yournext steps


Negotiating EffectivelyNegotiation can be a powerful tool for supportingyour Commissionrsquos agenda While many peoplemight prefer to simply arrive at agreement withouthaving to negotiate with another party goodnegotiation skills are invaluable when and if the needarises Even your allies may have a few differences ofopinion in key program or policy areas In the end asolidly negotiated agreement will most likely satisfythe mission and goals of your Commission as well asthe mission and goals of the other party

By looking at the components of the negotiationprocess and then by examining a few examples youshould be more comfortable with seeing negotiationas just one more tool at your disposal

Below are some negotiating essentials to keep in mindbefore you sit down at the table to work through toagreement

1 Clearly define your desired outcome Talkwith other staff or Commission members todetermine which agenda items are negotiableand which are not By having a clear andconcise statement of what your group wantsyou will be better able to respond during theprocess Know how your supporters will reactif key points are lost or compromised andknow what your opponents really want

2 Go in informed Find out as much aspossible about the other party you arenegotiating with including theirorganizational history and any relevantbackground information related to the issueYou should be aware of any weaknesses intheir case as well as strengths Know aboutany pressures the other party has that mightbe reinforcing its position What do they haveto lose if they concede points in yournegotiations

3 Set the stage Negotiation is best done inperson and when scheduling give yourselfand your team sufficient time to prepareReview your arguments prior to negotiatingand try to frame them as positively aspossible Find outcomes that will benefit theother side and use those details in makingyour own points

4 Fasten your seatbelt Expect some bumpsalong the way and do not let adversereactions opinions or feedback bother youIn fact try to brainstorm in advance aboutwhat some of their objections might be andformulate a response Also be aware ofdifferent tactics that they might use such ashigh-pressure or silence Be prepared for howyou might respond to these differentmaneuvers

5 Negotiate some ldquogivensrdquo first Do not bringout the most contentious issues early in yournegotiation instead bring up lesser issuesfirst that will be relatively easy to gainconsensus on Consider these early items as aldquowarm-uprdquo of sorts after you have eased intothe conversation there will be morebackground experience and positivemomentum to carry you through the morecomplicated issues

6 Look for all possible options Do not try toback the other side into a corner if at allpossible Decisions made when there arenon-threatening options available tend to bemore satisfactory for both parties

7 Finish with a review of the agreement Byboth parties reviewing the terms of theagreement everyone will feel informed andsatisfied More often than not in revisitingthe final points participants will be remindedof the good hard work that went into thenegotiations and feel proud of their efforts


Negotiating Exercise

The following scenario describes ahypothetical situation requiring negotiationskills Though the details of this scenariomight differ in your county read the scenarioand then reflect on what your next stepswould be if this were your Commission Canyou imagine any potential roadblocks orsurprises that could arise How would youprepare for potential roadblocks beforenegotiating Potential next steps are offeredat the end of the scenario

Negotiating Within a CoalitionYour Commission has become increasinglyinterested in efforts to reduce soft drinkavailability in area schools The Commissionhas joined several like-minded healthorganizations to form a coalition focused onreducing student access to soda beveragesYour coalition Coalition A has decided toadvocate for the school board to requiredistrict schools that enter contracts with sodacompanies to sell only juice and water intheir vending machines It has come to yourattention that another coalition in thecommunity Coalition B has stated they aresupportive of completely banning schoolsfrom entering into contracts with sodacompanies and that they are also planning toapproach the local school board YourCommission feels that allowing schools toenter into water and juice contracts with sodacompanies is preferable to banningcontracting with soda companies altogetherin order to allow schools to continue togenerate some revenue You know that yourcoalition will be more effective with theschool board if it presents a message that isunified with Coalition B YourCommissioners suggest negotiating withothers in the coalition before meeting withthe school board You invite Coalition B tosend representatives to a working meetingwhere the issue of supporting partial versuscomplete bans will be discussed and decidedupon

Potential Next Steps

bull Gather your arguments in favor of yourposition

bull Draft a statement of your final desiredoutcome

bull Find out who will be representing theother coalition

bull Anticipate and define potential roadblocksor sticking points

bull Generate options and solutions toperceived roadblocks


How to Build a CoalitionThe benefits and drawbacks to coalitions weredescribed on pp 10-11 of this toolkit Once you havedecided that forming a coalition is the best way toadvocate for your issue begin by taking the followingsteps

1 Identify and contact potential members Identifypartners whose missions overlap with yours butalso think broadly and invite ldquonon-traditionalpartnersrdquo such as the business community Sincepublic policies affect wide groups of people it isimportant to bring together diverse communitymembers to define shared problems identifysolutions that are acceptable to the largercommunity and accomplish mutually definedgoals If you are working to solve a problem for anunderserved population in your community besure to engage them in your efforts from thebeginning Talk with them to identify strengthswithin the community that might assist with asolution Brainstorm about the obstacles that haveprevented the problem from being solved in thepast and find out about the potential solutionsthey see

2 Hold an initial meeting to solidify thecoalitionrsquos vision mission and goals Based onthe information you gather in your conversationswith potential members solidify your visionmission and goals as a group Clarify the exactpurpose of the coalition Organizers andparticipants must not only understand theproblem but more importantly they must alsohave a proposed solution or solutions Make surethat all participants agree on the short- and long-term goals of the grouprsquos effort in addition to thevision and mission

3 Develop a message A unified message presentingyour coalitionrsquos issue with a sympathetic andcompelling hook should be developed Ifpossible this message should provideinformation about how the problem is importantto other sectors of society (eg why health accessis a problem that employers and educators alikeare concerned about in addition to thoseconcerns expressed by health and childrenrsquosadvocates) See Attachment 13 in the ToolsAppendix for a message development tool

4 Gain consensus on an action plan Determinewhat action is needed by the community to solvethe problem Is it feasible In their earliest stagescoalitions should take on achievable steps so thegrouprsquos effort can build momentum and strengthDo you have agreed upon priorities Do you havea concrete idea of how to best involve each of themembers What resources does each memberbring Is your membership sufficiently diverse toaddress all aspects of the problem and is itrepresentative of those you seek to serve Can youhire staff If not how will members share in thestaff support of the coalition such as organizingand facilitating meetings and communicatingcoalition progress to all members Make certainthat you have a communication plan in place aswell as a plan to develop materials about thecoalition such as position papers Brainstormstrategies activities and tactics for action andassign tasks to members as appropriate

5 Keep the coalition going Once a coalition is upand running maintaining its momentum can beone of the biggest challenges Members arevolunteers who have other responsibilities theirwillingness to remain involved rests on perceivedrewards of their participation Is there solidarityDo members support one anotherrsquoscontributions Do they feel they are making adifference When attendance drops off or memberturnover becomes excessive is there a remedy Doyou have a strategy for recognizing and dealingwith problems before or as they arise Can youprovide learning opportunities to members Doyou celebrate successes Sharing power andleadership is a good way to avoid pitfallsAdditionally keeping members informed aboutprogress periodically and asking for their feedbackwill keep them interested and engaged withoutoverwhelming them with too much information


Case Study 4 Growing a Coalition in Humboldt County Creates Systems Change

The Humboldt County Children and Families Commission has greatly increased its impact in thecommunity through the work of its many coalitions In Humboldt County the culture of interdependenceand community focus is ripe for coalition building which the Commission has leveraged from thebeginning The Commissionrsquos strategic plan includes language that clearly speaks to the necessity ofcoalition and community building ldquoAgencies and programs will be supported in their efforts tocollaborate coordinate and link their services in a way that provides the most benefit for familiesrdquo TheCommissionrsquos development of one coalition in particular which focused on asset-based communitydevelopment has resulted in countywide systems change

When Wendy Rowan Commission Executive Director decided to put together a workshop on Asset-BasedCommunity Development she thought beyond the dayrsquos agenda She felt that the upcoming presentationon community development would be an ideal way to coax interested organizations into workingtogether to make change in the county Ms Rowan invited Dr John McKnight expert on Asset-BasedCommunity Development and co-author of Building Communities from the Inside Out A Path TowardsFinding and Mobilizing a Communityrsquos Assets to present to the fledgling group Dr McKnight was a good fitin part because the philosophy of Asset-Based Community Development matched the community-friendly climate of Humboldt County

Several local community-based organizations (CBOs) attended the training including Humboldt StateUniversity the Humboldt County Department of Health and Human Services and the Humboldt AreaFoundation The Commission facilitated the initial meeting by offering them space at the Commissionoffice The hope was that the groups would want to continue meeting after their training in Asset-BasedCommunity Development had ended and they did During the initial meeting and several subsequentmeetings the assembled organizations felt progress was possible and decided to form a coalition Thefledgling group continued meeting and named their coalition the ldquoGrowing Caring CommunitiesAlliancerdquo (Alliance) The new coalition then drafted the following mission statement ldquothe alliance willimprove the quality of life in Humboldt County by supporting activities that build on local strengthsactively connecting communities with one another and identifying resources so that communities cancontinue to build their own capacity to create social changerdquo

The Alliance has begun its work and uses a consensus-based decision-making process Coalition membersalso rotate responsibility for facilitating meetings taking minutes and other necessary tasks The Alliancersquosgoals are a bit broader than many direct service-based community coalitions The coalition seeks to buildcapacity in the community and among CBOs By providing information resources and assistance tostrengthen CBOs the Alliance ensures that CBOs have greater future success in helping the community atlarge Although the Alliance would like additional organizations to join the coalition they are still able toeffectively pursue their mission with the original member organizations

For more information on Humboldt County Children and Families Commission efforts at coalitionbuilding contact Wendy Rowan Executive Director at (707) 445-7389 or wrowancohumboldtcaus


Achieving Parity on Policy IssuesMany public health movements have not traditionallyembraced nor adequately addressed health and healthcare issues for communities of color and other prioritypopulations Yet we know that health disparities existfor children in all categories of the broaddeterminants of health including living environmentsand conditions socioeconomic status and access tohealth services One important way to work towardseliminating health disparities involves shaping policyConsider the following methods

Capacity building Health advocates and agenciesmust strive to build the capacity of organizations andcoalitions dedicated to reducing and eliminatinghealth disparities Although we usually think of theaffected individuals first we must also consider thehealth and capacity of the organizations working toimprove the health and delivery of health care servicesto children and their families By promoting policiesthat support child health promotion agencies andorganizations by offering technical assistance orfunding opportunities we are developing greaterpotential for lasting impact

Resource allocation By supporting proposals orallocating funds for organizations that work to reducehealth disparities you are ensuring forward progresson this issue Include language in RFPs or RFQs thatspeaks to the existing health disparities in yourcommunity and require applicants to address theseneeds in their proposals Support adoption of fundingpolicies at the local and state level that considerreducing health disparities as a key ingredient insuccessful proposals and initiatives

Involving representatives from key communities indecision-making process Seeking representativesfrom the community you are attempting to impactwill bring you one step closer to eliminating healthdisparities Appointing knowledgeable and committedcommunity representatives to coalitions and otherdecision-making positions will facilitate discussionsabout health disparities Involving professional andcommunity experts also fosters important healthdisparity education among your staff

Drafting a ldquoparity platformrdquo Written position papersand other forms of strong clear communicationfunction as important educational materials forpolicymakers legislators and their staff A succinctstatement that includes information about the broaddeterminants of health factors contributing to healthdisparities among children and families the latestdata and research strategies to eliminate healthdisparities in your county and how your Commissionor coalition can help can be an invaluable toolCirculating the platform can encourage otherorganizations to consider their own role in achievinghealth care parity Additionally the shared ldquoparityplatformrdquo can bond advocates together duringchallenging times and remind everyone of the centralthemes and focus of their work

Community Engagement forAdvocacyWhy Involve Community GroupsWhen conducting advocacy efforts at the community-level it is critical to involve community members andcommunity-based organizations from a very earlystage Partnering with community members includingparents will ensure that you are not imposingadvocacy priorities on a population by assuming thatyou know what they need Further when communitiesspeak for themselves they make a good point all themore compelling While not every communitymember may be comfortable talking to policymakersright away natural leaders will often emerge withguidance as they become more engaged in the issue


Case Study 5 Supporting Parent Engagement through Parent Action Grants

Parents are often just waiting to be engaged In San Francisco the First 5 Commission has succeeded ingetting parents involved in both Commission and city-wide initiatives to support young children throughtheir Parent Action Grants This program offers mini-grants (up to $5000) for activities initiated byparents or parent groups These activities include both programs for parents (workshops trainingssupport sessions) and activities for children (camping art enrichment holiday celebrations) TheCommission offers technical assistance to grantees as well as an on-going series of trainings on advocacyand civic engagement Through these capacity-building trainings parents are better able to implementtheir Parent Action Grant projects and to advocate for the projectsrsquo sustainability For more informationon this project contact Moira Kenney Executive Director at mkenneydcyforg or (415) 554-9250

Source The Civic Engagement Project for Children and Families and Harder + Co (2003) PromisingPractices Innovative Strategies for Engaging our Communities Retrieved January 30 2004from httpwwwcivicengagementprojectorg

Commissions Are Well-Positioned for This WorkCommissions are well-positioned to get communitygroupsclients involved in advocating for socialchange for a variety of reasons

bull Commissions deal with an issue that is importantto a large number of community membersmdashthehealth and successful development of children

bull Commissions have Commission members fromvarious disciplines and locations throughout thecounty and can provide a wide array of support

bull Commissions have direct relationships withcommunity-based organizations and communitymembers through their grantee networks

bull The public role of the Commission provides aunique opportunity for direct feedback fromparents and community members and also allowsCommissioners to support and engage parentgroups in advocacy efforts

Targeting Socially and Geographically IsolatedPopulationsInvolving community members in advocacy isespecially important when it comes to engagingsocially and geographically isolated communitiesMany of these communities have little or no voice tobe able to communicate their concerns topolicymakers The following steps can be used toidentify and engage these populations in advocacy

1 Identify isolated populations that theCommission has never communicated with

before and invite them to share their communityconcerns with you Be prepared to visit thecommunity to hold these discussions Talk withgrantees Commissioners and other communitypartners to identify populations with which theCommission may not have regular contact

2 Ensure that the time and location of the meetingsare convenient for the community members youare targeting The location should be easilyaccessible and the meeting should be held at atime when most of the community members willbe available Depending on the group you mayneed to hold the meeting during the evening oron a weekend

3 Make extra efforts to ensure that communitymembers feel comfortable meeting with you Forexample some cultural groups may not feelcomfortable eating snacks prepared by theCommission Other groups may only feelcomfortable meeting in a neighborrsquos homeUnderstanding these issues in advance will helpmake your meeting successful

4 Arrange for transportation child care andtranslation services as necessary to ensuremaximum participation

5 Choose staff members who are sensitive to theneeds of a variety of cultures and who caneffectively communicate with special populationsCultural competency training can help to preparestaff who have little experience working withdiverse communities


6 Facilitate a conversation about the needs andpriorities of the community members regardingtheir young children

7 Provide staff support to help communitymembers voice their concerns and priorities tolocal policymakers Arrange for policymakers tovisit these communities to hear from themdirectly

Case Study 6 Engaging Geographically Isolated Groups in Advocacy

When Carmen Garcia began her position as the Community Engagement Coordinator for the YoloCounty Children and Families Commission one of her first priorities was to map out the county andfind out whether there were families that the Commission was not reaching ldquoThere are parts of thecounty that are very isolatedrdquo notes Garcia ldquoand you wouldnrsquot even know if there are families who livethererdquo One of these communities was the town of Dunnigan Garcia knew that Dunnigan was home to amobile home parkmdashthe Campers Inn RV Park Guessing that families with young children might livethere Garcia asked the Commissionrsquos Americorp staff member to conduct some outreach at the RV ParkThey went door to door leaving flyers inviting residents to a meeting to discuss mini-grants availablefrom the Commission The meeting was held at the RV Park and 14 people showed upmdash13 of whomhad children or grandchildren aged 0-5 The mini-grant meeting helped Commission staff ldquoget in thedoorrdquo to find out more about this isolated community Ninety-eight percent of the residents weremigrant workers and many were monolingual Spanish speakers During the meeting they brainstormedpriorities related to children 0-5 The residents voiced several concernsmdashfrom the lack of affordablehousing to a need for more social services Above all though they wanted access to a park where theirchildren could play

On a tip from the Commissioner who represents District 5 which includes the Dunnigan area Garciacontacted the District 5 County Supervisor who happened to have $50000 available for the Dunniganarea The Supervisor was looking for a group of residents who would be interested in developing a planand committed to getting it going After hearing about the needs of the RV park community the Board ofSupervisors agreed to allocate the funding for playground equipment A vacant county lot will bedonated for the space The new playground will likely open this summer

The members of the RV park community in Dunnigan have now formed the Dunnigan CommunityAction Team and hold monthly meetings organized by the Commission Garcia notes that the processhas empowered the residents to become more engaged in the civic process ldquoThey feel that they havemore power that they can do more things and that their voice countsrdquo At their request the Commissionis helping them organize meetings between the Community Action Team and local policymakers andleaders such as their district supervisor the local sheriff deputy and a local school board memberFor more information contact Carmen Garcia Commission Community Engagement Coordinator at(530) 669-2475 or cgarciayolochildrenorg


Media Advocacy

Engaging the Media Marketing Your MessageThe primary way to communicate a message to thegeneral public is through the media including printradio internet and television outlets A variety ofoptions exist to engage the media and get yourmessage out however all strategies begin with somebasic rules about framing your message and ldquolearningthe ropesrdquo which often means developingrelationships with media organizations and reportersAs with any endeavor putting more planning andforethought into a project will increase the chances ofsuccessful results

The following sections provide information on foursteps in getting your message out to the public

bull Framing Your Issue

bull Developing a Communications Plan

bull Creating Local Media Attention

bull Follow-Through Closing the Loop

Framing Your IssueFraming an issue before you contact the media willhelp ensure that you communicate the essentialelements of your message Often a message intendedto shed light on a systemic problem requiring a policychange will get modified to fit the format of the newsoutlet you are working with and usually not for thebetter News items intended to point out the effects ofdangerous products produced by large corporationsthat could benefit from stricter regulations (egcigarettes or SUVs) may end up focusing on individualactions By shifting the focus to an individual levelnews reporters might think they are making the storymore palatable to their audience when in fact they arediluting the story and removing the desired impactYour goal is to continuously ldquoexpand the framerdquo ofyour issue to include the impact to the communityand the importance of related policy

It doesnrsquot hurt to practice by thinking about one ofyour issues in terms of a media frame so that you willbe ready to think in ldquoframesrdquo when the time comesFor even more practice watch the local six orsquoclocknews with an eye for news frames and try looking forwide childrenrsquos health frames that have beenwinnowed down to the individual level The following

six suggestions will help you to develop an effectiveframe when you take your message to the press

bull Translate individual problems into socialissues (also known as ldquoexpanding theframerdquo) News often focuses on anindividualrsquos story which dilutes the impact atthe aggregate level Take these issues anddescribe how they affect the largercommunity region county or state

bull Assign primary responsibility Trace theproblem to its root cause and avoid blamingthe individual impacted by the problem (egblame an auto manufacturer for a faulty orunsafe design versus blaming the driver)

bull Present solutions Donrsquot just raise issues anddrop them Investigate several options andinclude those in your letter story orinterview

bull Make practical policy appeal Often the mosteffective solutions are the simplest and moststraightforward If there is a simple effectivepolicy solution make sure to include it inyour message otherwise your issue may notbe raised in a policy forum or someone elsemay misinterpret your message and suggest apolicy that you do not support

bull Develop pictures and images Paint thepicture for your audience whether themessage is in print radio or television Bedescriptive and use images and language thatis widely accessible Donrsquot trust televisionnews to get the right images either suggestlocations and times for them to get theirvisuals

bull Tailor to audience Be savvy about who iswatching listening and reading If yourmessage does not speak to your audience itrsquospractically worthless Do your homework anduse examples that will resonate with thatparticular media marketrsquos audience


Developing a Communications PlanA communications plan is a blueprint for getting yourmessage out and should support collaborativeplanning with other interested agencies A major partof any communication plan involves tellingpolicymakers about a proposed solution andconvincing them that your solution is in their bestinterest Developing a communications plan can beillustrated in four steps

Step 1 Craft Your Public Image Policymakers needto understand who you aremdashwhat services youprovide for example and who your customers andpartners are Because you will be workingcollaboratively toward mutual goals they need toknow what your overall policy goals are They shouldnot have to intuit this information or learn about youfrom others

Before launching a communication campaignconsideration should be given to how you want youragency to be thought of by policymakers and otherinterested groups An agency fact sheet (as opposed toa subject matter fact sheet) with your missionstatement that accompanies all externalcommunications is one way to inform others aboutwhat you seek to do

Step 2 Articulate Key Messages Key messages areshort statements of what you are trying to achieveThey are directly linked to your mission statement andare incorporated into many types of communicationIn many cases if you are working in a coalition orpartnership taking the time to develop these keymessages is one way to ensure that the group is on thesame page Standard short messages that are vivid andmemorable promote your cause each time they areused For example the federal Centers for DiseaseControl and Prevention is the nationrsquos lead preventionagency It uses the phrase ldquoSafer Healthier Peoplerdquo toreinforce what it seeks to accomplish that is workingto promote and protect health and preventing disease

Step 3 Identify Target Audiences Target audiencesare the individuals and groups you are attempting toeducate and ultimately persuade to your causeCommunity leaders employers and appointed andelected officials are usually always identified as targetsOther decision makers that have the ability toinfluence policy and budget decisions should beincluded as potential audiences for your messagesSome groups have found it helpful to includeldquointerimrdquo target audiences in their mailing lists These

are individuals and groups without direct decision-making authority but who have access topolicymakers and thus can be powerful allies in yourcause

Simply identifying your target audiences isinsufficient you must also determine the best ways toreach them For example do your intended audiencesuse e-mail and the Internet Do they read newspapersor professional journals Do they have a bulletinboard or company newsletter Do they belong to anemployee union or have children who can bringinformation home Knowing the information habitsof your audience will assist you in tailoringinformation and increasing the likelihood that theywill see it

Step 4 Develop Strategies and TacticsCommunication strategies are the general approachesyou will use in getting your messages out to the rightaudiences Tactics involve the implementation detailsFor example an educational strategy that seeks toeducate policymakers and interested parties on yourissue might depend on using the tactic of e-mail alertsto disseminate written information to multiplecommunity groups A social marketing strategy thatseeks to get people to adopt a particular behavior (egget children immunized) on the other hand mightuse paid and unpaid media tactics that point peopleto service providers within the community

Creating Local Media AttentionThe local news media represent a valuable resource inyour attempts to get your issue into the public eyeOpportunities for advocacy exist in the local paperregional magazine local radio programs andtelevision news programs Designating one person asa media spokesperson and providing that person withtraining is suggested Depending on the time framerelated to your issue (eg this week next week nextmonth next legislative session) using one or more ofthe following media outlets will help raise awarenessof your issue

bull Interviews Contact reporters editors call-inradio show hosts or local television newsagencies and pitch your story angle Offer aninterview on the topic you are creating valueby giving them both a story and one source


bull News releases Make sure several staffmembers know how to craft a standard pressrelease and that you have a listing of allcontact and fax numbers of local wire servicesand media outlets

bull Press conferences A well-orchestrated pressconference can effectively raise awareness ofyour issue or initiative Decide who keyplayers are plan the event secure attendanceand alert the media

bull Letters to the editor A strong concise letter tothe editor in response to a news story willeffectively convey your message whether itagrees with or contradicts the original newsitem

bull OpEd pieces Keep track of recent OpEdpieces and if you sense an opportunitycontact the paperrsquos opinion page editorIdentify yourself and pitch your idea if thereis interest attach your letter Be patient youmay have to wait for an opening in thesection or for a themed page already indevelopment Offer to work with the editoron changes or trimming your piece if neededquick clear communication is another key tosuccess

bull Editorials If you have special expertise youmay write the editorial staff directly outliningwhy your issue is pressing and ask for anopportunity to meet and discuss the issueFor this meeting with the editorial board youneed to prepare a persuasive and convincingfact sheet citing solid sources research andeffective policy You may succeed in gettingthe paperrsquos editorial board to write aneditorial piece based on your position

bull Talk radio programs Be prepared with yourarguments ahead of time and have themlimited to a very few succinct points Also be

prepared to wait if you are selected to speakon air you may be asked to wait for sometime Turn your radio down when you beginspeaking to avoid annoying interference havesomeone else tape the radio program forfuture use including self-evaluation anddistribution

bull Local TV news programs Call the local newsstation and ask to speak with the producer ora specific reporter who appears to cover yourissue Be prepared to pitch your story quicklyand be able to provide sources contactnames numbers and e-mails If they likeyour story they may want to report on it nextweek or that afternoon depending on thenews day Have cellular numbers available forsources and if possible give them a heads upbefore you call the station

Follow-through Closing the LoopGet the most mileage out of your advocacy effortsAfter a success in the local news media be it in printin an on-line source on a television broadcast or on aradio program think ahead to get extra copies of yourwork Remember placing your issues in the newsmakes an impact on others and lends your cause anadded degree of credibility

Strengthen your reputation as an authority on aparticular issue by mailing your story to contacts andpolicymakers Mailing videotapes of televisionsegments and audiocassettes of on-air broadcasts canalso help your cause Hard copy items like newsarticles videocassettes CDs and DVDs also makegreat ldquoleave behindrdquo materials for visits to electedofficials and policymakers Realize that for a shortperiod of time after airing or publication your storystill has impact Save copies of everything that getspublished or broadcast as these items will invariablybe of use in future projects or funding proposals asevidence of your organizationrsquos influence


ConclusionIn the relatively short time since the passage of the CaliforniaChildren and Families Act in 1999 county First 5 Commissionsthroughout the statemdashled by dedicated and committedCommissioners and their staffmdashhave undertaken tremendous effortsto promote the health and well-being of children under five years ofage To date the list of accomplishments and diversity of expertise areimpressive

As you continue your efforts to promote a vision of a California thatsupports the healthy development of young children and theirfamilies this Advocacy Toolkit provides the basic tools to achievepublic affairs success Developed specifically for county First 5Commissions the toolkit builds upon First 5 program momentum

It is however only a first step The real work of advocacy happens incommunity conversations in long legislative meetings in boardroomdialogs and in the media As you move forward with these effortsrefer back to this Toolkit for ideas or guidance And donrsquot be afraid tothink big Advocacy training can benefit others in your community aswell such as affinity organizations and coalitions working toward asimilar vision By empowering them to accomplish their goals youcan expand your impact on childrenrsquos policy issues and create lastingchange


ReferencesIntroductionAcosta Cristina M (2003) Improving Public Health through PolicyAdvocacy In Community-based Public Health Policy amp Practice Issue 8Partnership for the Publicrsquos Health

Institute of Medicine The Future of Public Health Washington DCNational Academy Press 1988

Kilpatrick Dean G (2003) Definitions of Public Policy and the LawNational Violence Against Women Prevention Research CenterMedical University of South Carolina

Simpson Jim (2003 February 19) Personal communications withthe Center for Health Improvement

Advocacy 101Acosta Cristina M (2003) Improving Public Health through PolicyAdvocacy In Community-based Public Health Policy amp Practice Issue 8Partnership for the Publicrsquos Health

American Public Health Association (1999) APHA AdvocatesHandbook A Guide for Effective Public Health Advocacy The AmericanPublic Health Association Washington DC

Beyer Casey (2003 February 19) Personal communications withCenter for Health Improvement

Center for Health Improvement Health Policy Coach (nd) RetrievedDecember 12 2003 from httpwwwhealthpolicycoachorg

California Legislative Counsel Overview of the Legislative ProcessRetrieved on November 4 2003 from Official California StateLegislative Information websitehttpwwwleginfocagovbil2lawxhtml

California State Senate (2000) The Budget Process - A Citizenrsquos Guide toParticipation (Not an official version of the original material andpublished independent of this Advocacy Toolkit)

Simpson Jim (2001) Advocacy and Lobbying by PPH CollaborativePartners Sacramento Partnership for the Publicrsquos Health

The California Campaign to Eliminate Racial and Ethnic Disparities inHealth (2003 November) Health for All Californiarsquos Strategic Approachto Eliminating Racial and Ethnic Health Disparities Retrieved onNovember 10 2003 fromhttpwwwpreventioninstituteorghealthdishtml


Advocacy 401Avner Marcia (2002) The Lobbying and Advocacy Handbook for Nonprofit Organizations Minnesota Councilof Nonprofits Wilder Publishing Center St Paul MN

Bobo Kimberley A (2001) Organizing for Social Change Midwest Academy Manual for Activists Seven Locks PressSanta Ana CA

BOND United Kingdom Bond Guidance Notes Series 6 (2003) BOND - Networking for InternationalDevelopment Monitoring and evaluating advocacy Retrieved November 3 2003 fromhttpwwwbondorgukadvocacyguidevalhtml

Center for Health Improvement Health Policy Coach (nd) Retrieved December 15 2003 fromhttpwwwhealthpolicycoachorg

Christen Lynne R (2001) Top 10 Keys to Successful Negotiation The Small Business Library RetrievedNovember 5 2003 from httpwwwquazellcomlibrary011401html

Conflict Research Consortium University of Colorado (1998) International Online Training Program onIntractable Conflict Consensus Building Retrieved November 5 2003 fromhttpwwwcoloradoeduconflictpeacetreatmentconsenshtm

Connecticut Health Policy Project Health Advocacy Toolbox (nd) Retrieved December 12 2003 fromhttpwwwcthealthpolicyorgtoolboxDefaulthtm

Shannon A (1998) Advocating for adolescent reproductive health in sub-Saharan Africa Chapter 9 Monitoring andEvaluating Advocacy Efforts Learning from Successes and Challenges Retrieved November 3 2003 fromhttpwwwadvocatesforyouthorgpublicationsadvocate

The Civic Engagement Project for Children and Families and Harder + Co (2003) Promising Practices InnovativeStrategies for Engaging our Communities Retrieved January 30 2004 from httpwwwcivicengagementprojectorg

The Praxis Project (1996) A Good Framing Strategy Should Developed by Makani Themba-Nixon for theBerkeley Media Studies Group Retrieved from httpthepraxisprojectorg

Weeks Dudley (1992) The Eight Essential Steps to Conflict Resolution Retrieved November 5 2003 fromhttpwwwqvctccommneteduclassesssci121weekshtml


Appendix 1Tools

Attachments listed in the tools appendix can be accessed by going tothe following websites httpwwwccafaorg andhttpwwwchipolicyorg

Attachment 1 Lobbying Rules and Restrictions

Attachment 2 First 5 Association of California Policy Platform

Attachment 3 Developing a Plan for Advocacy

Attachment 4 A Primer on Data

Attachment 5 Using Data Strategically Social Math

Attachment 6 The Budget Process A Citizenrsquos Guide to Participation

Attachment 7 Budget Process Graphic

Attachment 8 Overview of the Legislative Process

Attachment 9 How A Bill Becomes a Law Graphic (simple)

Attachment 10 How A Bill Becomes a Law Graphic (complex)

Attachment 11 Tips for E-mailing Policymakers in the Internet Age

Attachment 12 American Public Health Associationrsquos Ten Tips forAdvocacy

Attachment 13 Message Development Tool


Appendix 2Samples

Documents listed in the samples appendix can be accessed by going tothe following websites httpwwwccafaorg andhttpwwwchipolicyorg

Attachment 1 First 5 Contra Costa Policy Platform

Attachment 2 First 5 Contra Costa Role Statement

Attachment 3 First 5 Contra Costa Policy and Advocacy CommitteePurpose Statement

Attachment 4 First 5 Contra Costa Policy and Advocacy Issues andPriority Table

Attachment 5 First 5 Contra Costa Baseline Statements

Attachment 6 Sample Coalition Letter

Attachment 7 Sample Fact Sheets

Attachment 8 Sample Script for Making an Appointment with aLegislator

Attachment 9 Sample Script for Calling a Policymaker

Attachment 10 Sample Letters in Support of a Proposal

Attachment 11 Sample Letter Opposing a Proposal

Attachment 12 Sample Written Testimony

Attachment 13 Sample Oral Testimony

Attachment 14 First 5 Los Angeles Government Affairs Newsletter

Title page

Table of Contents

Introduction

Advocacy 101

Advocacy 401

Conclusion

References

Appendix 1

Appendix2

About the First 5 Association of CaliforniaThe First 5 Association of California works to improve the lives ofCaliforniarsquos youngest children and their families through an effectivecoordinated and inclusive implementation of the California Childrenand Families Act at the local and state levels The Association is anonprofit membership organization comprised of county childrenand families commissions throughout the state along with othergroups that are also dedicated to making a difference in the lives ofchildren and families

About the Center for Health ImprovementThe Center for Health Improvement (CHI) is an independentnonprofit health policy center dedicated to improving populationhealth and encouraging healthy behaviors CHI uses evidence-basedresearch as the basis for policy innovation and implementation Sinceits inception in 1995 CHI has partnered with all levels ofgovernment advocacy organizations and community associationsphilanthropic foundations and educators

Copyright copy 2004 Center for Health Improvement andthe California Children and Families FoundationAll rights reserved

Copies of this publication can be downloaded from the followingwebsites httpwwwccafaorg (for county childrenand families commissions only)or httpwwwchipolicyorg

For further information please contact

Center for Health Improvement1330 21st Street Suite 100Sacramento CA 95814Tel (916) 930-9200Fax (916) 930-9010httpwwwchipolicyorghttpwwwhealthpolicyguideorg
















The Policy Process

Building Coalitions



Media Advocacy






Advocacy 101 7



About Coalitions 10











Media Advocacy 30

Conclusion 33

References 34

Appendix 1 Tools 36
























-Margaret Mead
















































































































bull US President


bull Governor


bull State Senators


bull Mayors

bull City Managers














bull Less personal







bull Personal













Other Tips









Tools Appendix


Samples Appendix






























































































































Media Advocacy




































































Appendix 1Tools
















Appendix 2Samples
















Title page

Table of Contents

Introduction

Advocacy 101

Advocacy 401

Conclusion

References

Appendix 1

Appendix2
















The Policy Process

Building Coalitions



Media Advocacy






Advocacy 101 7



About Coalitions 10











Media Advocacy 30

Conclusion 33

References 34

Appendix 1 Tools 36
























-Margaret Mead
















































































































bull US President


bull Governor


bull State Senators


bull Mayors

bull City Managers














bull Less personal







bull Personal













Other Tips









Tools Appendix


Samples Appendix






























































































































Media Advocacy




































































Appendix 1Tools
















Appendix 2Samples
















Title page

Table of Contents

Introduction

Advocacy 101

Advocacy 401

Conclusion

References

Appendix 1

Appendix2





Advocacy 101 7



About Coalitions 10











Media Advocacy 30

Conclusion 33

References 34

Appendix 1 Tools 36
























-Margaret Mead
















































































































bull US President


bull Governor


bull State Senators


bull Mayors

bull City Managers














bull Less personal







bull Personal













Other Tips









Tools Appendix


Samples Appendix






























































































































Media Advocacy




































































Appendix 1Tools
















Appendix 2Samples
















Title page

Table of Contents

Introduction

Advocacy 101

Advocacy 401

Conclusion

References

Appendix 1

Appendix2























-Margaret Mead
















































































































bull US President


bull Governor


bull State Senators


bull Mayors

bull City Managers














bull Less personal







bull Personal













Other Tips









Tools Appendix


Samples Appendix






























































































































Media Advocacy




































































Appendix 1Tools
















Appendix 2Samples
















Title page

Table of Contents

Introduction

Advocacy 101

Advocacy 401

Conclusion

References

Appendix 1

Appendix2
















































































































bull US President


bull Governor


bull State Senators


bull Mayors

bull City Managers














bull Less personal







bull Personal













Other Tips









Tools Appendix


Samples Appendix






























































































































Media Advocacy




































































Appendix 1Tools
















Appendix 2Samples
















Title page

Table of Contents

Introduction

Advocacy 101

Advocacy 401

Conclusion

References

Appendix 1

Appendix2




bull Less personal







bull Personal













Other Tips









Tools Appendix


Samples Appendix






























































































































Media Advocacy




































































Appendix 1Tools
















Appendix 2Samples
















Title page

Table of Contents

Introduction

Advocacy 101

Advocacy 401

Conclusion

References

Appendix 1

Appendix2


Other Tips









Tools Appendix


Samples Appendix






























































































































Media Advocacy




































































Appendix 1Tools
















Appendix 2Samples
















Title page

Table of Contents

Introduction

Advocacy 101

Advocacy 401

Conclusion

References

Appendix 1

Appendix2





























































































































Media Advocacy




































































Appendix 1Tools
















Appendix 2Samples
















Title page

Table of Contents

Introduction

Advocacy 101

Advocacy 401

Conclusion

References

Appendix 1

Appendix2





















































Appendix 1Tools
















Appendix 2Samples
















Title page

Table of Contents

Introduction

Advocacy 101

Advocacy 401

Conclusion

References

Appendix 1

Appendix2


Appendix 2Samples
















Title page

Table of Contents

Introduction

Advocacy 101

Advocacy 401

Conclusion

References

Appendix 1

Appendix2