Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Advocating In Person


Published on

In his presentation, advocacy guru Ryan Clarke (Advocacy Solutions) walked through the steps to prepare for in-person meetings as an advocate for your cause. Topics include how to land the meeting, preparing a strategy and agenda, how to present your message and following up afterwards.

The webinar was followed by an interactive question and answer session.

Published in: Health & Medicine
  • Be the first to comment

  • Be the first to like this

Advocating In Person

  1. 1. Advocating in Person Ryan Clarke Advocacy Solutions Thursday, October 18, 2018
  2. 2. Overview • Quick Review: How to develop an effective advocacy plan • Telling your personal story • Advocating in person
  3. 3. How to Develop an Effective Advocacy Plan • Key message development • Development of your tools • Development of your one ‘ask’
  4. 4. Key Message Development Identification… – Requires that you be able to take an array of information and distill it down to its simplest form – Requires that you separate fact from fiction – When advocating on behalf of a group, consensus on the issues is required
  5. 5. Key Message Development Framing… – Develop 3 key messages that explain the salient points of your issues in simple language – Each key message should be 25 words or less – Must always be clear, compelling, concise and consistent – Practice presenting your key messages to someone with no knowledge of your issues
  6. 6. Advocacy Tools The means of delivering the messages… As a process, three steps must be followed regardless of the tool being utilized to get to advocacy stage: ®
  7. 7. Your One ‘Ask’ The objective or goal of the plan… • ONE – because you are going to ask for what you need, not a list of what you want • Requires one to make choices and potentially reach a consensus (just as it does when developing your 3 key messages) • Sometimes opportunities will present themselves that will make the ‘ask’ very timely
  8. 8. Preparing For The Meeting • Develop your 3 key messages (i.e. what you want to say) about the issue of concern to you • Decide what your one ‘ask’ will be (i.e. what are you going to ask this decision-maker to do for you) • Determine who will be attending the meeting with you • Write out the version of your personal story that your want to deliver • Request the meeting
  9. 9. Telling Your Personal Story • Review of how to tell your personal story in the context of a face-to-face meeting with a decision- maker • It is means by which your issue comes to life and is made real • It is also the most powerful point at which you can connect with a decision-maker
  10. 10. Telling Your Story • At some point during any meeting, you or someone you’re with must take the opportunity to tell their personal story • What is a personal story: • A summary of what has happened to you as it relates to the issue at hand • It is your perspective on the issue based on your experience, feelings and attitudes • It is emotional • It must demonstrate how gov’t action/inaction/policy/etc. has directly impacted your life
  11. 11. Telling Your Story • You’ve got two choices: – Tell a summary of your entire story as it pertains to the issue – Tell a portion of your story that focuses on one or two aspects of the issue • Must fit within the amount of time you have (i.e. 5 minutes) • Must conclude with why things need to change and bridge to the ‘ask’ that you have
  12. 12. Telling Your Story • Essential elements: – Name, age, where you live – Occupation (former occupation) and family – Timing and circumstances surrounding your diagnosis – Challenges faced as a result of the disease, particularly around the relevant issue – What you believe gov’t needs to do to help you and others – At every point, how you felt
  13. 13. Getting The Meeting • ‘No’ is not an option • Make an initial telephone call • Have a letter prepared to e-mail that briefly outlines why you want to meet with that person • After the letter goes, follow-up repeatedly until you get the meeting • You may be offered a meeting with someone else – you should generally take these opportunities, but continue to pursue the person you need to see
  14. 14. Before The Meeting • Provide any material that you want the decision- maker to read ahead of time (keep it brief) • Advise whom you will be bringing, and ask for information on who will be attending for them • If possible, gather knowledge about the participants • Know how long the meeting is scheduled for • Contact the person you are meeting with just prior to confirm…and be on time
  15. 15. Who Should Attend • Generally 3-4 people at the most • Everyone who attends needs to have a role to play • Purpose is to paint a complete picture of the issue for the decision-maker, from several perspectives • One combination – patient organization, physician, patient/caregiver • Make sure someone takes notes and observes the dynamics in the room
  16. 16. At The Meeting Good news… – You’ve got your 3 messages, you’ve got the right combination of people in front of the decision-maker you need to see and you’re prepared Bad news… – You’ve got 1 minute…who are you, who you represent, why are you there, what do you need this decision-maker to do for you (and how), what can you offer in return
  17. 17. Presentations • If you use PowerPoint, make it brief (10-12 slides) • Build it around your 3 messages and repeat those key messages throughout • If you don’t use PowerPoint, consider bringing a one- pager with the highlights so that everyone can follow along and you have a leave-behind • Remember – technology can fail!
  18. 18. Presentations • Conclude with your ask and how you propose it be done (come with solutions) • Check at the beginning of the meeting how long the decision-maker has and adjust your presentation accordingly (leaving enough time for discussion) • Have someone assigned to watch the time • Don’t go off, or get pulled off, on a tangent
  19. 19. In The Meeting • Let the decision-maker with whom you are meeting, speak • If you are unclear about something, ask for clarification • Be patient – your 3 messages are three of many that decision-maker will hear that day • Establish clear follow-ups, with timelines
  20. 20. Sample Agenda • Introductions and delivery of key messages/’ask’ – usually by attendee from the patient organization (5 minutes) • HCP (5 minutes) • Patient organization (5 minutes) • Patient/caregiver (5 minutes) • Discussion (10 minutes)
  21. 21. After The Meeting • Provide any further information that may have been requested right away • Call, write, text or e-mail to thank the decision-maker for meeting with you • Follow-up shortly thereafter to track progress and advise of what you are doing to move your 3 messages forward
  22. 22. Advocating to Politicians • Ensure that your key messages are clear, compelling concise and consistent – with one ‘ask’ • Assume they know nothing about your issue • Find out everything you can about that person and their potential link to your issue • Where possible, link your issue to their stated political objectives or public policies i.e. ministerial mandate letters • Bring your issue down to the riding/personal level • Position your issue within the context of the election cycle • Position your issue as a political ‘win’ • Selectively engage the opposition to leverage the gov’t • Keep them informed of your engagement with the bureaucrats • Be prepared to be assertive/aggressive if necessary
  23. 23. Advocating to Bureaucrats • Ensure that your key messages are clear, compelling concise and consistent – with one ‘ask’ • Find out everything you can about that person, including past roles, career track, etc. • Where possible, link your issue to gov’t programs and initiatives i.e. disease strategy • Have people who can speak to the technical or clinical aspects of your issue • Know where you are in the election cycle • Keep them informed of your engagement with the politicians • NEVER blindside a bureaucrat
  24. 24. Advocating in Person What NOT to do… – Threaten – Make an appointment to go and talk to someone in government when you only have an idea, but no context or message – Meet with a decision-maker when you have no clue why you are doing so ie. you have no ask – Make a technical presentation to a policy-influencer who has no background in the area
  25. 25. Advocacy Solutions® Ryan Clarke, LL.B. t. 416.919.9532
  26. 26. Canadian Cancer Survivor Network Contact Info 1750 Courtwood Crescent, Suite 210 Ottawa, ON K2C 2B5 Telephone / Téléphone : 613-898-1871 E-mail: Web site Twitter: @survivornetca Facebook: Instagram: @survivornet_ca Pinterest: