Advocacy means "Speaking Up" AND "Acting Out": a critique of traditional advocacy

Through this entry I will attempt to convince readers that the traditional advocacy philosophy, represented in this case by the PUFFA advocacy handbook, does not emphasize the most powerful advocacy/catalyst for social change: the community itself. I could go through the entire handbook page by page noting each incident of potential, but I'll consolidate my comments to the two pages I think are in greatest need of revision.

My critique will focus on page 5 (An Advocacy Agenda) and page 20 (Tapping the Community Network) to emphasize the need to (1) form a united front when reaching out to decision makers, (2) ensure authentic representation of community through diligent research of needs, and (3) two-tiered advocacy for maximization of available resources and demand additional resources. Unfortunately, the traditional advocacy strategy is to go individually to decision makers and ask for help in solving a problem. Rather, you must unite with everyone sharing in the crisis. First, work to solve the problem on your own, then, if the community requires additional resources to get over the hurdle go to decision makers and show your list of demands.

On page 5, "An Advocacy Agenda" lists "What change do you want?" as the first agenda item. This agenda item ensures that you think individually instead of banning together with those others with similar community concerns. It must be remembered that ultimately the change you seek is a change for you, as an individual, your friends and families (your community). Thus, you must conduct appropriate research and outreach to the community to ensure effective education, mobilization, and participation of those stakeholders necessary for the maximization of community resources and demanding additional resources. Therefore, the advocacy agenda must be revised to include a period of community research and that change identified must begin with the community itself (maximization of community resources) while simultaneously reaching out to the broader community and decision makers.

My second note for page 5 regarding the Advocacy Agenda item "Who are the decision makers?" addresses the need to unite those in the community interested in demanding additional resources so that those decision makers will see your demand as a priority to be met. Thus, replacing the Advocacy Agenda item "Who will be impacted?" with "How are you uniting the community?" would better ensure an effective advocacy campaign.

My final comments are reserved for the "Tapping the Community Network" page (page 20 & 21). Besides the obvious comments I've already made about mobilizing the community to maximize available resources making more probable the sustainability of the project, building on existing pride within the community, and uniting the community, this portion of the handbook needs information on appealing to community agents, community mapping, and evaluating community resources.

Advocacy requires demonstrations of power and strength to persevere. Whether you are attempting to mobilize your community to take advantage of resources already available or demanding greater resources from those decision makers outside the community, organizers must work to unite those they are working with to build and strengthen connections within the organization.