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We recently hosted an insightful webinar that focused on the importance of associations having a strategy in place when addressing policy advocacy and campaigns. In case you missed it, we’ve wrapped up some valuable takeaways to help make the advocacy process more efficient and effective when implementing policy change for your organisation.
In a nutshell, advocacy aims to produce policy change. It involves a structured strategy and campaign designed to influence policymakers and achieve specific goals.
Some of the foundations of an advocacy strategy should include:
Creating a strong policy strategy and advocacy campaign is about getting the basics right and not over complicating it. This piece of advice can help set your organisation up for success without making the process stressful and over complicated.
Here are the key things to consider:
Advocacy strategies can be categorised into short-run and long-thread approaches, each with its own characteristics and requirements. Short-run advocacy demands immediate action and high member buy-in. It is often very resource intensive and can amplify gaps in stakeholder relationships and knowledge. Short-run work is also optional, so keep in mind that not all member requests necessitate immediate action.
Long-thread advocacy involves preparing for future issues that may become important down the track. It allows time to build relationships and alliances, ensuring you're not starting from scratch when the issue gains attention. This approach means you are strategically prepared for upcoming policy changes and can respond proactively.
Advocacy can often require working on several campaigns at once and may become challenging as to where you place your time, effort and resources. This is a guide which breaks down the priorities
There’s a mix of different actions that you can start implementing to help with advocacy in your organisation. Advocacy is a long game and success comes from being strategic, having a clear plan, building those vital relationships with stakeholders and having continuous clear communication, especially with your members.
By following these guides, your association can help to effectively influence policy change and achieve their advocacy goals.
Get in touch today to see how we can provide the guidance and knowledge to help empower your association with its advocacy plans and campaigns today.
The association sector is in the middle of a leadership handover.
Across Australia and New Zealand, CEOs and Executive Directors are moving on. Some are retiring. Some have gone to larger organisations.
Some have left because the relationship with their Board ran out of puff. The reasons vary, but the movement is noticeable, and Boards are
appointing replacements.
The encouraging part is the calibre of the people coming in. Many are genuinely well suited to the job — capable executives with strong
records behind them. A good number are stepping into an association CEO role for the first time.
Most associations can provide a long list of membership benefits. They may include professional development, advocacy, networking, industry information, events, resources, accreditation, discounts and access to specialist advice. However, a list of benefits does not necessarily explain why someone makes the decision to join.
While every Board is different, the same governance issues appear time and again. One of the most common is allowing one person’s behaviour
to dominate the Board table.
Almost every Board has experienced it at some point. One director who seems to consume more time and energy than everyone else combined.
How we help membership based, not-for-profit associations now and into the future.
