The document provides guidance on how to effectively advocate for social change by identifying issues, defining objectives, building support, engaging stakeholders, and communicating with members of Congress. It distinguishes between charity, which addresses immediate needs, and justice, which promotes long-term systemic change, and emphasizes that both are important components of faith-based social ministry. The overall message is that grassroots advocacy can stir things up for good by working to change policies and institutions.

1. How to stir things up

2. How to stir things up
for good

6. Advocacy

7. “Never doubt that a small group of
thoughtful, committed citizens can change
the world. Indeed, it is the only thing that ever
has.”
- Margaret Meade

8. Advocacy
Charity vs. Justice

9. Charity and justice are two distinct
components within social ministry that
answer the call to new life in the world:
two ends of a spectrum of living out one’s
faith. Both encompass compassionate
caring for the oppressed, the poor and the
vulnerable. Both define our call to live out
the Gospel of God’s love and
reconciliation. Yet they differ in scope, in
method, in goals.

10. Charity and justice are two distinct
components within social ministry that
answer the call to new life in the world:
two ends of a spectrum of living out one’s
faith. Both encompass compassionate
caring for the oppressed, the poor and the
vulnerable. Both define our call to live out
the Gospel of God’s love and
reconciliation. Yet they differ in scope, in
method, in goals. Complementary, yes.
The same, no.

11. Charity responds to an immediate need.
It provides direct service such as food,
clothing or shelter. Often a private and
individual act of caring, it is directed
toward the effects of social injustice.

12. Charity responds to an immediate need.
It provides direct service such as food,
clothing or shelter. Often a private and
individual act of caring, it is directed
toward the effects of social injustice.
- Serving in a soup kitchen

13. Charity responds to an immediate need.
It provides direct service such as food,
clothing or shelter. Often a private and
individual act of caring, it is directed
toward the effects of social injustice.
- Serving in a soup kitchen
- Donating clothes to the Salvation Army

14. Charity responds to an immediate need.
It provides direct service such as
food, clothing or shelter. Often a private
and individual act of caring, it is directed
toward the effects of social injustice.
- Serving in a soup kitchen
- Donating clothes to the Salvation Army
- Volunteering in the brothels in
Cambodia

15. Justice addresses long-term
conditions, promoting social change in
institutions, policies and systems. Justice is
public, political, and oriented to collective
action for change. It directs us toward the
causes of social injustice.

16. Justice addresses long-term conditions,
promoting social change in institutions,
policies and systems. Justice is public,
political, and oriented to collective action for
change. It directs us toward the causes of
social injustice.
- Asking your Member of Congress to vote a
particular way on a bill

17. Justice addresses long-term conditions,
promoting social change in institutions,
policies and systems. Justice is public,
political, and oriented to collective action for
change. It directs us toward the causes of
social injustice.
- Asking your Member of Congress to vote a
particular way on a bill
- Holding a community meeting to protest a
local business’ environment practices

18. Justice addresses long-term
conditions, promoting social change in
institutions, policies and systems. Justice is
public, political, and oriented to collective
action for change. It directs us toward the
causes of social injustice.
- Asking your Member of Congress to vote a
particular way on a bill
- Holding a community meeting to protest a
local business’ environment practices
- Holding a voter registration drive

19. To Advocate is to
stir things up

20. To Advocate is to
stir things up
for good

21. What is Advocacy?

22. What is Advocacy?
… an action directed at changing the policies, positions or
programs of any type of institution.

23. What is Advocacy?
… an action directed at changing the policies, positions or
programs of any type of institution.
… is speaking up, drawing a community’s attention to an
important issue, and directing decision makers toward a
solution.

24. What is Advocacy?
… an action directed at changing the policies, positions or
programs of any type of institution.
… is speaking up, drawing a community’s attention to an
important issue, and directing decision makers toward a
solution.
… is putting a problem on the agenda, providing a solution
to that problem and building support for action on both
the problem and solution.

25. What is Advocacy?
… an action directed at changing the policies, positions or
programs of any type of institution.
… is speaking up, drawing a community’s attention to an
important issue, and directing decision makers toward a
solution.
… is putting a problem on the agenda, providing a solution
to that problem and building support for action on both
the problem and solution.
… is the process of people participating in decision-making
processes which affect their lives.

26. You must be the change you
want to see in the world.
- Mahatma Gandhi

27. In a report from the Congressional
Management Foundation on October 03,
2011 --
“Congressional offices are receiving between
200 to 1,000 percent more constituent
communications than they were ten years
ago.
Despite the increase, a survey of congressional
staff indicates that 90 percent believe
constituent communications remains a "high
priority" for the office.”

28. Members of Congress are listening
 District or DC Office visits
 Email
 Phone calls
 POPVOX

29. HOW TO BE AN ADVOCATE

30. STAGE 1
Identify the Issue

31. STAGE 1
Identify the Issue
Politics = who gets what,
when & how

32. STAGE 1
Identify the Issue
 what is the problem?
 who are the actors/decision makers involved in this
issue?
 what is the public perception of the problem?
 what are those in opposition saying?
 what has been tried to remedy the issue in the past but
failed and why?

33. STAGE 2
Define the objective

34. STAGE 2
 what is the goal?
 who are the decision makers?
 how will you define success?
 what is your timeline?
 what outcome is politically,
economically and socially feasible?

35. Components of a
Guiding Document

36. Components of a
Guiding Document
 a concise and persuasive statement that offers
the goals of the advocacy action – what is to be
achieved, why, and how

37. Components of a
Guiding Document
 a concise and persuasive statement that offers
the goals of the advocacy action – what is to be
achieved, why, and how
 a statement on why this is an the objective
achievable

38. Components of a
Guiding Document
 a concise and persuasive statement that offers
the goals of the advocacy action – what is to be
achieved, why, and how
 a statement on why this is an the objective
achievable
 a show of support for this objective

39. Components of a
Guiding Document
 a concise and persuasive statement that offers
the goals of the advocacy action – what is to be
achieved, why, and how
 a statement on why this is an the objective
achievable
 a show of support for this objective
 an accounting of sufficient resources (money
and supporters’ time) to achieve the goal

40. Components of a
Guiding Document
 a concise and persuasive statement that offers
the goals of the advocacy action – what is to be
achieved, why, and how
 a statement on why this is an the objective
achievable
 a show of support for this objective
 an accounting of sufficient resources (money
and supporters’ time) to achieve the goal
 a clear and realistic time frame

41. STAGE 3
Build support

42. STAGE 3
 Who are the people who can influence
the outcome?
 Who are the stakeholders?
 Who are your allies? (including strange
bedfellows)
 What is role of the press?

43. STAGE 3
 Define the decision makers for the
movement.
 Decide clear roles of who will be moving
the issue ahead.
 Provide mechanisms for leaders to be
accountable.

44. STAGE 3
 Build a LIST of those who want to be
engaged (and keep it updated)

45. STAGE 3
 Build a LIST of those who want to be
engaged (and keep it updated)
 Encourage those on the list to invite others in
their organizations, churches to join as well
 Communicate with them regularly with
updates to keep up the momentum

46. STAGE 4
Engage

47. STAGE 4
Engage
- a public gathering

48. STAGE 4
Engage
- Communicate your
message

49. STAGE 4
Engage through the media
 write a letter to the editor and
encourage others to do the same
 ask prominent members of your group
to write an op-ed for publication

50. STAGE 4
Engage online
 create a social network presence
 BLOG – free blog sites from Google
 Website – can create for free
 Facebook – create your own group
 Twitter – tweeting for change

51. STAGE 4
Engage by keeping informed
 Create a POPVOX account

52. POPVOX – www.popvox.com

53. STAGE 4
Engage

54. STAGE 4
Engage
your Member of Congress

55. Engaging Congress
Remember –
a survey of congressional staff indicates that
90 percent believe constituent
communications remains a "high priority"
for the office.”

56. Engaging Congress
The big secret to meeting with your Member of
Congress, either in Washington DC or in the
district office is . . . .

57. Engaging Congress
The big secret to meeting with your Member of
Congress, either in Washington DC or in the
district office is . . . .
call the office and make an appointment.

58. Keys to a successful visit
1. Do your research.
 Know your Member’s position on the issue, including
voting record.
 Spend some time in your preparation with others
thinking about the types of questions that will be asked of
you and preparing answers.
 Be prepared to answer the question: what does it mean
if this decision is made (or not made). Name those who will
be affected.

59. Keys to a successful visit
2. Practice, Practice, Practice.
 Be able to make your case clearly and quickly using
your one-pager for talking points and facts. Most
meetings in Congressional offices last for only 10 – 15
minutes.
 Be prepared to offer solutions, especially if there are
ways that you can help if appropriate.

60. Keys to a successful visit
3. Determine a speaking order.
 Determine the speaking order. Generally, the person
who has the most knowledge about the subject should
lead the conversation.
 Make sure that each person has an opportunity to share
their personal connection to the issue and answer the
question, “Why is this issue important to me.”
 Before the visit, it is a good idea to talk through the order
of speaking and each person’s answer to this question.

61. Keys to a successful visit
4. Have realistic expectations.
 Most likely you will be meeting with a staffer. This
doesn’t mean that your issue isn’t important. Staffers are
the work-horses of DC and Members rely on them
heavily for information on how their constituents feel
about the issues.
 Don’t expect the Member or Staffer to change their mind
on the spot because of your visit.
 Be respectful of the time you are allotted for your visit
and don’t be upset if you are asked to wait for your
meeting.

62. Keys to a successful visit
5. Leave behind information.
 Prior to the visit, assemble materials that include a
summary of the group’s position, including the names
and contact information of all who visited.
 Include any other press pieces or supporting documents,
such as media pieces or op-eds from prominent
individuals, that support your case.
 Can leave a small “token” that complies with House or
Senate rules for gifts as a visual reminder.

63. Keys to a successful visit
6. Thank them for the meeting.
 Thank the staffer or Member for their time at the close of
the meeting.
 Follow up with a note or call after the event.
 If they promised to take further action or provide you with
more information, you can remind them of that promise at
that time.

64. Keys to a successful visit
7. Share the news
 Use the communications networks that you have
developed to report on the meeting and encourage any
specific follow up.

65. Keys to a successful visit
Only have 5 minutes?

66. Keys to a successful visit
Only have 5 minutes?
A simple call will do.

67. Keys to a successful visit
You can reach any Member’s office by
calling the Capitol Switchboard at
202-224-3121
and asking the operator to transfer you
to that office.

68. Keys to a successful visit
When on the call….
- Identify yourself and give your
address
- tell the staffer why you are
calling and offer your opinion

69. Questions?
Comments?

70. Thanks for attending….
Robin Fillmore, PhD
Advocacy Coordinator
CWU and NCC
robinfillmore@churchwomen.org
202-481-6929