Information sheet 2 - Advocacy (PDF 160Kb)

The main goal of advocacy is to ensure that a person's 'voice' is heard.

The two main types of advocacy are individual and systemic:

• Individual advocacy is - representing another person on issues that relate directly to that individual
• Systemic advocacy is - working to change attitudes, policies, systems or laws that impact negatively on the lives of individuals.

Skills for good advocacy

• Listen carefully - this means finding out what the individual or group is actually saying, not what you think they should be saying.
• Communicate clearly and often.
• Be creative and try different approaches - don't give up if your first idea doesn't bring a solution.
• Be assertive - take a firm stand and stick to it without getting angry or going on the attack.
• Be persistent - some issues take a long time to resolve. A good advocate must be willing to 'hang in there' until the issue is resolved, not to back off if it becomes difficult or time-consuming.

Advocacy processes

As an advocate you need to identify the 'bit' that is broken and fix that; not try to fix everything.

• Define the issue - the presenting problem is not always the real one.
• Identify the individual or group you are advocating for. Sometimes the issue affects more than one person.
• Find out what the timeframes are, when the problem started and how long it has been happening.
• If you can, identify the cause.
• Decide on the desired outcome.
• Develop a plan of action.

Developing a plan of action

A plan of action is about designing the approach you want to take. A plan also helps to minimise risks and identify allies who might be able to help.

1. Gather as much information as possible from a variety of sources.
2. See if you can identify similar cases and the solutions used in those cases.
3. Identify all people currently involved, who could or should be involved and any possible allies.
4. Identify who the 'target' is. If it is an organisation, identify who within that organisation has the authority to make changes.
5. Look at possible solutions or outcomes and any possible drawbacks to the plan of action. Work with the individual or group to decide what is wanted, not wanted, and any possible compromises.
6. Identify and assess any risks for the individual or group you are supporting and ways to address these risks.
7. Identify any processes, such as complaints processes, that could be used to gain a resolution.
8. Consider the resources that might be needed.
9. Decide who is going to do what; work out timeframes.
10. Think about possible arguments, questions and responses from the people you will target and how you will respond. Practice those answers.
11. Make sure everyone involved knows what is to happen and who is responsible for each part and then put the agreed plan into action.
12. Make sure you have a contingency plan.

Conflict of interest

A conflict of interest is a situation in which someone in a position of trust, such as an advocate, has competing professional or personal interests in the case they have been asked to work on. Such competing interests can make it difficult for the advocate to be impartial. A conflict of interest exists even if no unethical or improper act results from it. If at any time you think you may have a conflict of interest, you need to declare it, and discuss whether you are still the best person to act as the advocate.

Consent

You always need to get a person's permission to be their advocate. For informal situations such as supporting someone at a meeting, verbal permission is fine. If, however, you are requesting personal information from organisations or acting on a person's behalf, it is advisable to get written consent.

For advice call IHC Advocacy on 0800 442 442

See also advocacy contacts in New Zealand.

Information sheet 2 - Advocacy (PDF 160Kb)