National Productivity and Competitiveness Council
The Advocacy
Action Plan
Workbook
Women Empowerment in Decision-Making at Regional Level
Workshop organised by the Regional Committee, Pamplemousses – Riv. Du Rempart, National Women Council
July 2008
Table of Contents
Section 2: Strategies for Developing Your Message
Section 4: Strategies to Get the Message Out
Section 5: Putting It All Together
Section 1: Setting Your Goals
What poverty issues are important to you? What are your goals? What brings you here today? Key issues mentioned in situational analysis include:
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| ACTION STEP #1: Determine your key issues List five key issues here:
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Prioritize your goals. Can you zero in on your most important goal? What is it?
| ACTION STEP #2: Determine your goal(s) …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… |
Section 2: Strategies for Developing Your Message
| ACTION STEP #3: Name your key audience.
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1. Determine who your audience is.
What groups or individuals are currently most supportive of your initiatives? What
key decision-makers would you like to have on your side? What other groups would you like to reach with your message?
Why are your issues this important to them?
List three supporting points:
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2. Determine your key messages.
What is the most important thing you want others to know? That is your key
message, one that you will repeat over and over again. This message should be
something you can say in conversation, in interviews or presentations to groups. It should be easy to say and remember—no more than 15 words. It may be simple as:
“Millions of people pass through the library each year, but without adequate support, these resources may not be there when you need them.”
Or, “There is no such thing as good education without good libraries.”
Your key message should be used consistently in news releases, letters-to-the editor and other communications. It may also be distilled into a pithy campaign slogan.
In developing your message, think first about your audience. What do you want
them to think? Feel? Do? Feelings are what motivate people to act. That feeling may be compassion, concern, anger or joy. One of your goals in delivering your message should be to spark a feeling, whether it’s pride, frustration or outrage.
| ACTION STEP #4: What are your key messages?
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3. Develop your talking points.
What stories or examples support your key message? You will need at three talking points, stories or examples that support your key message. Using descriptive, local examples is an effective way to get the attention of decision-makers. These may change based on the needs and interests of your audience.
Examples include the following:
“A 2002
Unfortunately, at the same time, tight city and state budgets are closing library
doors and reducing access when it’s needed most.”
“Libraries and librarians provide free and equal access to information for people of all ages and backgrounds—in schools, on college and university campuses and in communities large and small.”
“Libraries return substantially more benefits to its users for each $1 of annual local taxes.”
| Tips for Telling an Effective Story* Effective stories: ✓ are simple, brief and personal; ✓ have a beginning, middle and end; ✓ have a “punch line”; ✓ do not use real names unless you have been given permission; ✓ have a message; ✓ are appropriate; ✓ are specific; ✓ are personal; ✓ show the library/librarian clearly solving a problem or filling a need; and ✓ illustrate to a potential funder what giving you the funds will mean in real-life terms. |
Section 3: Team Building
ACTION STEP #5: Name Your Network
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| ACTION STEP #6: Staying Connected Write down three things you’ll do when you get home to strengthen relationships with the members of your network named above.
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Tactics for Success: Creating a Coordinating Committee
The purpose of the Coordinating Committee is to ensure that your advocacy efforts become a reality. The Coordinating Committee can keep track of the many facets of your project, assign deadlines to specific tasks, or delegate specific tasks to others. This group can can create an overarching timeline for your entire project and help ensure that your deadlines are met.
When creating a Coordinating Committee, think about these questions:
● Who will serve as Chair?
● Who might serve on the committee?
● Who will contact and recruit members?
● When should the committee begin meeting?
In projects large in scope or long-term, you may want to create task forces or
subcommittees to help complete specific tasks. If this is the case, ask yourself these questions in planning your subcommittees:
● Will you need other task forces to help achieve your goal?
● How many volunteers per task force are necessary?
● Who might be recruited?
● When should their work begin and be completed?
Types of Task Forces
There are many types of task forces, covering specific projects. Some of these are listed here:
Oversight Task Force: Essentially, the Coordinating Committee becomes the Oversight Task Force to keep the campaign going smoothly. This task force develops talking points for the campaign (with the help of library administration), sets up task forces, and calls regular meetings of the task force chairs to ensure steady progress.
Publications and Design Task Force: Creates a design for the campaign so all
materials developed will have a consistent look and be readily identified with your
campaign. The task force will also develop the materials you’ll need for
distribution and will coordinate distribution. For downloadable artwork, visit
Media Task Force: will use local media to get the word out about the campaign. To ensure a consistent message, use the talking points already developed. When developing print advertisements, use the same “look” that the Publications and Design Task Force is using. For more information see
Finance Task Force: works with the Oversight Task Force and other task force chairs to determine what kind of funding will be needed to accomplish the campaign goals and to identify possible funding resources. Keeps track of the campaign budget.
Evaluation Task Force: works with the Oversight Task Force to monitor the campaign as it moves along and makes recommendations for modifications. This task force will also ensure that acknowledgements are sent out to volunteers, including those who provide professional services, financing or in-kind support. This group will schedule the final meeting following the outcome of the campaign to celebrate or to assess the strengths and weaknesses of the campaign, especially if the campaign needs to be continued for another year.
(Note : These are only indicative and have to be made relevant to local context)
Section 4: Strategies to Get the Message Out
Consider the following when deciding which strategies to use:
WHO is your audience?
WHAT is the best way to convey the information to the target audience—radio, TV, direct mail, other? What kind of image do you want to project? Will it be an effective part of your total communication effort?
WHEN is the deadline? Will your message be distributed in time to be effective?
HOW much will it cost? Is this the most effective use of available funds?
WHY is this the best strategy for this audience?
Strategies Checklist
How will you deliver your message? What public relations tools (brochures, fact sheets, etc.) will you need to help build your case?
| ACTION STEP #7: Strategies Postcard Campaigns Work with radio station to develop Public Service Announcements (PSAs) Develop ad(s) for local paper and determine best time to run the ad(s) Mobilize a “Letter to the Editor Campaign” Find local television and radio stations that will interview campaign volunteers on talk shows Other ways (List here) _____________________________________________________ _____________________________________________________ Other ways (List here) _____________________________________________________ _____________________________________________________ |
Section 5: Putting It All Together
1) What are the issues / problems?
2) What are your goals?
3) Who is your audience?
4) What are your key messages?
5) Who comprises your team?
6) What committees and task forces will have to be created?
7) What strategies will you implement?
8) Create a timeline.
Plan of Action
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| Actions/ Activity | Who will be Involved | Start date | End date |
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Notes
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