Advocacy and Policy Toolkit

Evidence-Based Policymaking and Advocacy A Toolkit to Inform Practice AUTHORS:

Matthew Pecoraro MSW, Amy Doyle MSW MPH, and Kaitlin Haupt MPH E D I T E D B Y:

Daniel Cheron, PhD, Robert Franks, PhD, Rachel Kim, PhD, and Samantha Matlin, PhD Special thanks to Madeline Fahey, MSW

SEPTEMBER 2023 Evidence-Based Policymaking and Advocacy

E V I D E N C E-B A S E D P O L I C Y I N S T I T U T E

bakercenter.org

HARVARD MEDICAL SCHOOL AFFILIATE

INTRODUCTION

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Table of Contents Introduction: What Is This Toolkit?

How to Use This Toolkit | 3 Purpose of Each Section | 6 Glossary of Key Terms | 7

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UNDERSTANDING POLICY DESIGN AND THE POLICY PROCESS | 8 Applying a Trauma-Informed Lens | 9 Introducing Policymaking and the Policy Process | 11 What is Evidence-Based Policymaking? | 12 CDC’s “POLARIS” Policy Process | 16

ADVOCACY VS . LOBBYING: WHAT’S THE DIFFERENCE? | 24 Advancing Mission Through Advocacy | 25 Advocacy Guidelines for Non-Profits | 26

MAKING THE STORY COME ALIVE: EFFEC TIVE COMMUNICATION AND ENG AGEMENT STR ATEGIES | 29 Identifying Opportunity: The Policy Window | 30 Relationship Building | 31 Advocacy Communication Tips | 34 Creating an Elevator Pitch | 36

MOBILIZING THE COMMUNIT Y: ADVOCACY PARTNERS | 42

Advocacy Partners | 43 Youth and Family Partners | 44 Coalition Building | 45 Storybanking | 48

DEVELOPING AN AC TION PL AN | 55

Evidence-Based Policymaking and Advocacy

INTRODUCTION

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Introduction: What is this toolkit?

How To Use The Toolkit Welcome! If you are reading this, you are likely interested in cultivating your ability to advocate with and for families at the policy and systems levels. This toolkit will define and explore an array of perspectives and skillsets needed to affect meaningful change through evidence-based advocacy. It will also help you build active partnerships across the policy, systems and community levels, and help you learn how to craft actionable strategies to educate and advocate for more effective, inclusive supports and services.

As you read on, please keep in mind that all these strategies need to be collaborative processes with families, community members and professionals. Promoting positive outcomes is a team effort. Only by combining the perspectives from families, community members, on-the-ground professionals, state and business leaders, educators, and policymakers can we identify and respond to pressing needs impacting children and families.

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INTRODUCTION

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Who Should Use This Toolkit Are you a policy professional looking for effective strategies to use for research and data?

This toolkit is for you.

Are you a parent advocate looking for tips and tricks for connecting with local leaders and policymakers?

This toolkit is for you.

Are you a professional or leader looking to improve your organization’s ability to advance your mission through advocacy? This toolkit is for you.

Do you have an interest in the health and well-being of children and want strategies to help organize and operationalize your thinking? This toolkit is for you.

This toolkit is designed to be actionable.

You do not need to read every section or the toolkit sequentially to put these skills into practice. Each section is designed to define and explore a particular component related to evidence-based policymaking and advocacy.

If one section or topic feels more immediately applicable to you, please feel free to jump straight to that section.

There are also checkpoints and activities at the end of each section to review the important concepts and reflect on how to integrate this into your own advocacy process.

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INTRODUCTION

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Why use the Toolkit The impact of trauma on children’s mental health and well-being is a challenge that impacts communities across the country and requires collaborative, creative solutions at the policy level to identify and implement effective solutions.

Working in the field of children’s mental health has shown us three things:

1

The need is great.

2

The problems are complex.

3

The path forward is not always clear.

If we are going to meaningfully and sustainably address the needs of children and families, we must look to affect change not only in our local communities, but also sustain progress at the systems and policy levels.

Designing strategies that are built on evidence and strong professional-community partnerships can increase access to effective care and ensure that limited resources are used as effectively and efficiently as possible.

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INTRODUCTION

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Purpose of Each Section This toolkit will help you advance your mission and improve outcomes for families by using data-driven, family-centered strategies. The following sections have different focal areas.

Again, if one topic feels especially relevant to your practice, please feel free to jump right to that section.

The end of each section houses actionable tools and resources for readers to use in their daily efforts and action planning. It includes examples, worksheets, and templates you can use to examine your environment and create action items to move your work forward.

OBJECTIVES FOR EACH SECTION INCLUDE: Section 1: Understanding Policy Design and The Policy Process • Define and explore the process of evidence-based policymaking.

• Introduce foundational knowledge and skills to craft an advocacy strategy, including how to navigate the legislative process to achieve advocacy goals.

Section 2: Advocacy vs. Lobbying: What’s the Difference?

• Define and explore the nuances of advocacy vs lobbying.

• Provide readers with tips and key considerations as they enter the field of advocacy.

Section 3: Making the Story Come Alive: Effective Communication and Engagement Strategies • Identify and explore strategies to build effective partnerships and relationships with key advocacy partners, including children, families, professionals and policymakers.

• Identify and explore strategies to tailor your approach to local strengths and areas of need, build rapport with partners, and engage with state-level leaders and other advocates.

Section 4: Developing an Action Plan • Introduce tools, frameworks and strategies to conceptualize, design and implement an action plan to achieve your advocacy goals.

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INTRODUCTION

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Introducing Key Terms Before we dive in, let’s define a few terms that we will explore throughout the toolkit.

This is not an exhaustive list, but rather a starting point:

Advocacy:

Policy:

Affecting positive change by educating and informing policymakers and other state leaders and promoting the use of research and evidence. Advocacy is about informing legislative or budgetary action, not passing or defeating specific legislation (see “lobbying,” below).1,2

A statement of intention in the form of a law, decision, guidelines or regulation.11

Evidence-Based Practices (EBPs): Clinical treatments that have been subjected to academic and scientific research, and consistently prove effective, while accounting for individual patient characteristics and culture.3,4,5

Evidence-Based Policymaking: The process of building well-articulated, effective policies and systems using accurate, reliable, highquality information.6,7,8

Family Partnerships: Creating space within advocacy initiatives for families to have equitable decision-making power and to elevate lived experience.9,10

Policymaker: Anyone in a professional or formal position to create, approve or influence policy. For example, roles such as the Governor, legislators, Attorney General, state secretariat offices, or state agency commissioners.6

Policy window: The opportunity for change that occurs when a problem is identified, there is an achievable solution, and a receptive political environment is present.12,13

Trauma-Informed Policy: The process of recognizing the impact of historical and current trauma on populations and building policy solutions that identify and address the past harm and prevent future harm caused by trauma using culturally and linguistically appropriate services.14

Lobbying: Conveying a concrete position or attempting to sway opinion into a “yay” or “nay” on a particular issue. This differs from “advocacy” (defined above) in that it seeks to affect a specific legislative or budgetary outcome. 2,11

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INTRODUCTION

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Understanding Policy Design and the Policy Process

IN THIS SECTION, YOU WILL LEARN ABOUT: • How to apply a trauma-informed approach when designing advocacy strategies.

• What policymaking is and how it works at different governmental or organizational levels.

• How the legislative process works.

• Elements of evidence-based policymaking at the state level.

• The CDC’s “POLARIS” policy process and how to apply it to your advocacy efforts.

AFTER READING THIS SECTION, YOU WILL COMPLETE ACTIVITIES TO: • Reflect on your advocacy goals and what problem you are trying to solve through advocacy.

• Examine what policy advancements have been made in your state and how you can drive next steps.

• Identify your role in the legislative process.

Evidence-Based Policymaking and Advocacy

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Applying a Trauma-Informed Lens10 Before moving forward, let’s take a moment to explore a timely topic in the advocacy space.

The term “trauma-informed,” has become increasingly common and may mean different things to different people. For the purposes of this toolkit, applying a trauma-informed lens means recognizing that outcomes – at the policy, systems and community levels – are often the results of systemic patterns and community experiences of trauma.

Policy and systems level work invites us to identify and improve the various environments that perpetuate health and social outcomes.

The goals are simple: a) Identify patterns that lead to positive outcomes and reinforce them (such as using proven effective Social Emotional Learning curricula in schools).

b) Identify patterns that lead to negative outcomes, and replace them with more effective, equitable patterns (for example, the systemic factors that create the school-to-prison pipeline, or cycles of inter-generational trauma).

When designing advocacy strategies, understanding how historical experiences and circumstances have led to current challenges being faced by communities will help you identify a path forward.

Leaders across the policy, systems and community levels are more interested than ever in applying a trauma-informed lens to their work. You can help them.

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Trauma-Informed Approaches14 Helpful Tip: Reframe your thinking. When exploring priority areas and problems to address, shift your thinking from “what’s wrong” to “what happened?” This simple reframe helps us approach advocacy with a mind toward replacing harmful environments with healthy ones. By understanding how we got here, we can more easily design an intervention meant to interrupt and replace the harmful systems leading to negative outcomes.

The CDC outlines six guiding principles14 to a trauma-informed approach. These principles provide an opportunity for us to reflect on our own practice and how these do, or do not, manifest in our professional lives.

Safety: Building a safe physical environment

Trustworthiness and transparency:

Cultural, historical and gender issues:

Creating positive relationships between key partners

Embracing diversity

Empowerment and choice:

Peer support: Community members working together on collective concerns

Creating equitable opportunities

Collaboration and mutuality: Promoting partnerships and encouraging input from community members

Now, let’s turn our attention to the main topic of this toolkit…policymaking.

The following pages will introduce you to policymaking, evidence-based policymaking and how you can affect change.

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Introducing Policymaking and the Policy Process What is Policymaking?11 Policymaking is the process by which we establish the rules, regulations and procedures that govern social functioning. For the purposes of this toolkit, we explore policymaking at the Federal Level, the State Level, the Organizational Level and the Local Level. At each of those levels, policymaking results in legal and budgetary changes that can impact everything from tax structures to community-based service delivery to regulatory structures to education systems. “Policy” can be divided into two separate categories, based on the reach and scope. Both are critical!

“Big P”

“little p”

Broad impact federal or statewide policy change that sets legal and regulatory foundation, typically requiring legislation and/or budgetary action.

Local or organizational changes that put “Big P” policy into practice.

Examples: • State and federal anti-discrimination laws.

• Statewide budgetary allocation to improve quality of care in communities.

Evidence-Based Policymaking and Advocacy

Examples: • Individual agency hiring and staff retention practices.

• State agencies using funds to invest in workforce development and evidencebased practice implementation.

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What is Evidence-Based Policymaking?

You may be familiar with the term “evidence-based practices,” (EBP) referring to clinical interventions that have been subjected to scientific study and proven effective. When implemented correctly, proven effective practices give people tools to overcome obstacles and lead healthier lives.

At its heart, the term “evidence-based” communicates a commitment to making decisions that are rooted in research and data. Our work at the policy level can apply a similarly science-focused lens. That means designing strategies that address a specific problem, have a robust foundation in research and provide a high level of confidence that desired outcomes will be achieved. Advocates at the local, state and federal levels can work to ensure wide-reaching policy decisions are rooted in research, national best practices, lived perspectives, and professional expertise.6,7,8 The process of building well-articulated, effective policies using accurate, reliable, high-quality information is referred to as “evidence-based policymaking.” Through which, we can design more efficient, effective and equitable systems that promote the best possible outcomes for children and families.6,7,8

There are several notable policy frameworks outlined in this toolkit; however, many more exist. We encourage readers to use these as a starting point.

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The Six Actions of Evidence-Based Policymaking8 Let’s begin exploring what evidence-based policymaking looks like in practice. First, the Pew-MacArthur Results First Initiative articulate six state-level actions that provide an excellent foundation for effective policymaking.

A 2017 report used these criteria to assess the status of evidence-based policymaking in every U.S. state:

Inventory existing programs

Require action through state law

Define levels of evidence for supports and services

Target funds to evidencebased programs

Compare program costs and benefits

Report outcomes

Why this matters: Consider this a “To-Do” list of sorts for state policymakers. Each of these elements contribute to an evidence-based policy landscape. When used effectively, these domains can provide a foundation for legislative, budgetary and regulatory decision making, and increase the likelihood that states will experience positive outcomes.

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The Six Actions of Evidence-Based Policymaking Explained8 Action in Evidence-Based Policymaking

Inventory Existing Programs

Define Levels of Evidence

Explanation

Example from the Field

Taking an inventory of existing programs allows the government to appropriately allocate resources to programs, avoid duplication, and assures that programs are serving the targeted demographic.

Rhode Island built a guidebook with an inventory of adult and juvenile justice programs, and ranked each strategy based on the strength of its supporting evidence. This allows organizations to quickly review effective strategies.15

Program inventories allow for the analysis of spending and identification of gaps in care.

Defining “tiers” of evidence that specify how strong the research base is around a specific program helps states understand what works and what doesn’t work.

This creates a standardized way to evaluate evidence across policy areas.

Nebraska created a classification structure for evidence-based programs: Model Program, Effective, Promising, Inconclusive, Ineffective, Harmful, or Insufficient Evidence.16

Compare Program Costs & Benefits

Through cost-benefit analysis, government leaders and policymakers are able to shift taxpayer money into programs and interventions that demonstrate cost-effectiveness.

Pennsylvania compared mental health interventions and found that Functional Family Therapy had a $21,187,593 total cost-benefit, allowing funds to be redirected from less beneficial programs.17

Report Outcomes in the Budget

Comprehensive data on program effectiveness that is collected and incorporated directly into state budgeting processes can assist policymakers in directing money and resources to programs with high efficacy.

New Mexico’s 2016 legislative budget illustrated findings from a costbenefit assessment and external evaluations that showed a specific parental support program could achieve returns at a rate of $1.49 for every dollar invested into the program.18

Target Funds to Evidence-Based Programs

States can benefit from having a standardized and formal mechanism of funding programs that prioritize the implementation of practices that have research supporting their effectiveness.

In instances where little or no research exists, funds can be allocated to study and begin developing a research base.

New York has a dedicated trust with guidelines for directing state funds to evidence-based practices – their 2018–2019 goal was to dedicate 70% of funds to evidence-based programs.19

Require Action Through State Law

In order to create the strongest environment for evidence-based programs to flourish, states must create guidelines through statutes, codes, executive orders, or mandates to require agencies or the state to engage in all previously mentioned actions of evidence-based policymaking.

Mississippi has advanced frameworks with statutes and administrative codes in multiple policy areas.20

Evidence-Based Policymaking and Advocacy

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Evidence-Based Decisions: Linking Strategy to Outcomes While reading this section, you may find yourself wondering, “are they saying that in order to engage in evidence-based policymaking, I have to be calling for the implementation of evidence-based clinical practices?” The answer is, not necessarily.

The important thing to remember is that in policymaking and advocacy, being “evidence-based” means being able to point to the comprehensive logic behind a decision and articulate why we have sufficient reason to believe that the chosen strategy will achieve positive results.

To illustrate this, let’s look at a non-clinical example: Policymakers using taxpayer dollars to fix potholes.

Let’s say there are two options on the table.

The first option is simply allocating more money to the Department of Transportation (DOT) to fix the problem with no additional guidance or structure.

The second option is allocating the funds and specifying how the money is to be used, including: 1) Requiring the DOT to conduct a study to identify best-practices and cost-effective methods of repair, drawing from research and historical data.

2) Submitting the rationale, evidence base and anticipated cost for the chosen repair strategy.

3) Requiring a report be submitted at the end of the project detailing a) The strategy used, including any unexpected barriers that were encountered. b) The total cost and use of the funds. c) The time it took to complete the repairs. d) Recommendations for next steps and considerations for future road repair and upkeep efforts.

4) Funding an ongoing study of: a) How effective the strategy they used was. b) How well the patches or fixes held up over time.

While a somewhat oversimplified example, the main point remains – when solving a problem or making a decision, make sure that your strategy is supported by the best available research, informed by perspectives from the field, and results are collected and used to refine future efforts.

Elements of an evidence-based strategy: • Clearly stating the problem you are trying to solve, • Articulating a comprehensive, research-backed strategy to solve that problem, • Identifying metrics that demonstrate outcomes, • Designing a data collection and reporting strategy to collect and use those outcomes data to inform future decision-making and state financial investments.

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CDC’s “POLARIS” Policy Process As advocates, we are interested in increasing awareness for pressing social issues and ensuring that the decisions made at the policy and systems levels are well designed, science-driven, well implemented and are demonstrating positive outcomes. Pew-MacArthur’s groundbreaking work provides a structure to evaluate the degree to which a state pursues evidence-driven policymaking. However, many organizations may find they need a more linear process to advance their advocacy goals.

For this, consider the CDC’s “POLARIS” Policy Process. POLARIS describes the progression from conceptualizing to designing and implementing policy and provides a helpful framework for engaging in research-driven advocacy. As you begin thinking about the social issues you’d like to solve and your place in the advocacy space, POLARIS is a terrific example of an actionable organization-ready strategy to define and explore key issue areas, conceptualize realistic solutions, and affect change.21 We have provided reflection questions under each step to help you begin reflecting on how to engage with the process.

1

Problem Identification

2

Policy Analysis and Population Identification11,21

3

Strategy and Policy Development21

4

Policy Enactment11,21

5

Policy Implementation11,21

What is the problem you’re seeking to solve?

What is the source of the problem?

What options exist to address the issue?

What group(s) will be impacted or otherwise engaged by this process?

Select an option and describe in detail how it will solve the issue.

What policy and systems level change is needed? What is the action plan?

What is the path from concept to real world implementation?

What policy, systems and practice level advocacy partners must be engaged?

How will this function in the “real world”?

How will the policy be monitored?

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Advocacy and the Legislative Process22,23 Now that you know about policymaking, let’s consider how legislation is made. At the policy level, there are two primary avenues advocates can engage with: legislation and budgetary action.

Below is a general summary of the legislative process and potential roles for us throughout.

STEP 1

STEP 2

Identify the Need

A Bill is Drafted

Your role: Use qualitative and quantitative data to identify what needs to change.

Your role: Use the information you’ve collected to tell a compelling story and engage local policymakers.

For example, host a legislative breakfast

STEP 3

STEP 4

Hearing is Held

Reading & Vote

Your role: Testify and raise awareness.

Your role: Implement public awareness campaigns to build support. Contact relevant elected officials to educate and voice pros/cons.

For example, provide written or verbal testimony, use social media, or meet with legislators and their staff

STEP 5

STEP 6

Bill Enacted & Sent to Governor

The Idea Becomes a Law!

Your role: Contact elected official to voice your support or concern.

Your role: Promote the new law and get ready to start again.

For example, publish an op-ed discussing the bill for an external audience

Evidence-Based Policymaking and Advocacy

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Policymaking: Rational or Political As we conclude this exploration of evidence-based policymaking, legislation and our role as advocates, consider what drives decision making during the legislative process.

All people are a blend of heart and mind, and that relationship is reflected in the way in which individuals obtain and act on decision-making information. As you pursue advocating for effective policies, it is important to be aware of the various demands and political reality on policymaker’s positions, perspectives and emotions.

For our purposes, we can think of decision-making drivers as falling into two (often overlapping) categories:

Rational

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Political

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• Core Belief: Good data speaks for itself; and in the presence of good data, decision makers will act according to the logical conclusion of that data.

• Core Belief: Social, cultural and political environmental dynamics will always influence decision making: even among the most well-intentioned of leaders.

• Based on the belief that good research can lead to more rational policies.

• This category assumes that conflicts will always exist because different groups have different interests. The core conflict is over the distribution of scarce resources.11

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REVIEW WHAT YOU LEARNED

Applying a trauma-informed lens means recognizing that outcomes – at the policy, systems and community levels – are often the results of systemic patterns and community experiences of trauma.

Our goal is to replace bad systemic patterns with new patterns that yield positive outcomes.

Evidence-Based Policymaking refers to the process of building well-articulated, effective policies and systems using accurate, reliable, high-quality information.

The six tenets of evidence-based policymaking are: 1.

Inventory existing programs

4. Report outcomes in the budget

2. Define levels of evidence

5. Target funds to evidence-based programs

3. Compare program costs and benefits

6. Require action through state law

The five steps of the POLARIS policymaking process are: 1.

Problem Identification

2. Policy Analysis and Population Identification 3. Strategy and Policy Development 4. Policy Enactment 5. Policy Implementation

The six steps in the legislative process are: 1.

Identify the need

4. Reading and vote

2. A bill is drafted

5. Bill enacted and sent to governor

3. Hearing is held

6. The idea becomes a law

The “rational” policy perspective is based on the belief that good research can lead to more rational policies. The “political” perspective assumes that conflicts will always exist because different groups have different interests. Both perspectives are present in our political system and should be reflected in your advocacy.

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ACTIVITY 1

Initial Reflection Questions to Frame Your Advocacy Let’s begin thinking about your advocacy goals and the change you are seeking to create.

Begin by answering the below questions: Do you see yourself working at the federal, state or local level? Perhaps some combination?

What is the problem you are trying to solve? Who are the people experiencing the problem?

What would look different if you solved the problem? What does success look like?

What about the current situation is not working? What would it take to fix it?

Generate a list of options that could be achieved through policy- and systems-level advocacy.

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Now, map those answers onto the POLARIS process:

Problem Identification: What is the problem you’re seeking to solve? What is the source of the problem?

Policy Analysis and Population: What options exist to address the issue? What group(s) will be impacted or otherwise engaged by this process?

Strategy and Policy Development: Select an option and describe in detail how it will solve the issue. What policy and systems level change is needed? What is our next step?

Policy Enactment: What is the path from concept to real world implementation? What policy, systems and practice level advocacy partners must be engaged?

Policy Implementation: How will this function in the “real world”? How will the policy be monitored and evaluated?

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ACTIVITY 2

Actions of Evidence-Based Policymaking Perhaps you are interested in exploring how your state is doing overall when it comes to policymaking.

Spend some time exploring Pew-MacArthur’s domains of evidence-based policymaking and what is happening in your state.

Action in EvidenceBased Policymaking

Inventory Existing Programs

What's going on in your state?

Explanation

Taking an inventory of existing programs allows the government to appropriately allocate resources to programs, avoid duplication, and assures that programs are serving the targeted demographic.

Program inventories allow for the analysis of spending and identification of gaps in care.

Define Levels of Evidence

Defining “tiers” of evidence that specify how strong the research base is around a specific program helps states understand what works and what doesn’t work.

This creates a standardized way to evaluate evidence across policy areas.

Compare Program Costs & Benefits

Through cost-benefit analysis, government leaders and policymakers are able to shift taxpayer money into programs and interventions that demonstrate costeffectiveness.

Report Outcomes in the Budget

Comprehensive data on program effectiveness that is collected and incorporated directly into state budgeting processes can assist policymakers in directing money and resources to programs with high efficacy.

Target Funds to Evidence-Based Programs

States should have a standardized and formal mechanism of funding programs that prioritize the implementation of practices that have research supporting their effectiveness.

Require Action Through State Law

In order to create the strongest environment for evidence-based programs to flourish, states must create guidelines through statutes, codes, executive orders, or mandates to require agencies or the state to engage in all previously mentioned actions of evidence-based policymaking.

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ACTIVITY 3

Identifying Your Role in the Legislative Process Are you seeking to influence new legislation? Using Activity 1 and Activity 2 as a foundation, reflect on how you or your organization fit into the legislative process, and what you can do at each stage to have an impact.

STEP 1

STEP 2

Identify the Need

A Bill is Drafted

Your role:

Your role:

STEP 3

STEP 4

Hearing is Held

Reading & Vote

Your role:

Your role:

STEP 5

STEP 6

Bill Enacted & Sent to Governor

The Idea Becomes a Law!

Your role:

Your role:

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Advocacy vs. Lobbying: What’s the Difference?

IN THIS SECTION, YOU WILL LEARN ABOUT: • The purpose of advocacy and how you can use it to advance your mission.

• The difference between lobbying and advocacy.

• What guidelines non-profits need to follow.

AFTER READING THIS SECTION, YOU WILL COMPLETE ACTIVITIES TO: • Reflect on your role.

• Examine the activities your organization participates in.

Evidence-Based Policymaking and Advocacy

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Advancing Mission Through Advocacy This toolkit has explored policymaking and the policy process. Now, let’s explore your role in improving outcomes for children and families.

Let’s talk about advocacy.

What is Advocacy?1,2 This toolkit defines Advocacy as, “affecting positive change by educating and informing decisionmakers, and promoting the use of research and evidence in legislation, budgetary decisions and community-serving system design.”

Why Advocate?2 • Advocacy is essential to improving outcomes for children, youth, families and communities by bringing relevant science, research, and community strengths and needs to the legislative table.

• Advocacy provides an opportunity to play an active role in designing legislation, budgets and state systems that responds to the needs of children, youth, families and communities.

• Advocacy creates a space to amplify child, family and community voices, and actively engage them in the policy process.

Evidence-Based Policymaking and Advocacy

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Advocacy Guidelines for Non-Profits2,11 “Lobbying” and “Advocacy” are sometimes used interchangeably. However, it is important to note that, while related, these are ultimately separate activities.

Lobbying2,11

• This might include actively working to pass or defeat a specific piece of legislation, raising or contributing funds for a political candidate or cause, or swaying a public vote.

While advocacy is an essential activity for advocates and non-profits, rules and regulations regarding lobbying must be followed. This includes limits to the amount of lobbying that can occur without first registering as a lobbyist.

Example: “Senator, you should vote ‘yes’ on proposed amendment…,” or “We are against Question X on the ballot this election day.”

Disclaimer: Always seek legal counsel from your organization’s leadership to understand the rules in your state and ensure compliance. Failure to comply may jeopardize non-profit status.

• Conveying a concrete position or attempting to sway opinion into a “yay” or “nay” on a particular issue.

When lobbying, you are “for” or “against” something specific, and/or you are trying to get someone else “onto your side of the fence.”

Non-Partisan Activities: Non-profits can educate about issues that have become legislative priorities.

Advocacy 2 • Advocacy is broader and rooted in education.

It is focused on raising awareness, cultivating buyin, and giving policymakers the tools they need to make well supported decisions.

• Typically, you’ll share stories of need or success, highlight key findings from your own work or the field more broadly, and call for change or blueprint recommendations or actionable plans to improve outcomes.

Example: If you work for a children’s mental health organization, you might meet with a state legislator to inform them about the current children’s mental health crisis and educate them on the importance of using proven effective strategies to address behavioral health needs.

When advocating, you are educating and informing to ensure decision makers have the best information possible and are prepared to use that information.

Evidence-Based Policymaking and Advocacy

Examples: • Written or oral testimony.

• Op-eds in a local newspaper.

• Hosting informational events.

• One-on-one meetings with legislators.

In order to maintain and protect tax-exempt status, a 501(c)3 non-profit organization cannot engage in political campaigning or lobby for specific legislation.

Examples: • Cannot contribute any cash or in-kind support to a party or campaign.

• Cannot endorse a candidate or partisan agenda.

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Consider these example differences between advocacy and lobbying: Advocacy 2,11

Lobbying11

Educating policymakers by providing summaries of current literature, evidence-based strategies and recommendations based on best practices and research.

Urging decision makers such as elected officials and staff, or voters on ballot measures, to vote for or against certain legislation.

Sharing an organization’s story with a funder or sharing your story with government officials.

Contact with members of a legislative body in order to create or influence legislation.*

Discussing a nonprofit’s impact with a reporter.

Discussing ballot measures with voters.

Encouraging advocacy groups to attend community events.

Asking community members to vote for or against certain elected officials.

* May be permissible under certain circumstances. For example, if your participation is in response to an invitation from policymakers.

Example: The Baker Center’s Evidence-Based Policy Institute (EBPI) routinely engages in advocacy by advising state leaders and child-serving systems on issues related to children’s mental health. The EBPI draws on research from the field, testimony from families and community members, as well as reports and recommendations written by the EBPI to explore issue areas and offer actionable strategies for the state.

REVIEW WHAT YOU LEARNED

Advocacy

Lobbying

Non-profits

is affecting positive change by educating and informing advocacy partners and promoting the use of research and evidence in decision making.

is conveying a concrete position or attempting to sway opinion into a “yay” or “nay” on a particular issue.

must comply with regulations regarding lobbying. Failure to comply may jeopardize nonprofit status.

Evidence-Based Policymaking and Advocacy

ADVOCACY VS. LOBBYING: WHAT’S THE DIFFERENCE? 27

ACTIVITY 4

Advocacy Reflection Questions Now that we’ve defined and explored advocacy and lobbying, spend some time considering your own role in this space.

What is your role? What value do you bring to the advocacy space?

Do you advocate or do you lobby?

Based on your answers above, create a list of activities you and your organization participate in or plan to participate in.

Who in your organization will you contact to ensure that you are maintaining compliance with all relevant regulations around lobbying?

What barriers or limitations exist in your current advocacy/lobbying capacity?

For example, if you are not a registered lobbyist, should you be?

Finally, how might you overcome those barriers and limitations?

Evidence-Based Policymaking and Advocacy

ADVOCACY VS. LOBBYING: WHAT’S THE DIFFERENCE? 28

Making the Story Come Alive Effective Communication and Engagement Strategies

IN THIS SECTION, YOU WILL LEARN ABOUT: • How to identify a policy window in order to create change.

• Strategies to become a known entity and establish genuine relationships with policymakers and leaders.

• Communication tips to bolster your advocacy strategy, whether written or verbal.

• How to prepare and deliver an elevator pitch.

AFTER READING THIS SECTION, YOU WILL COMPLETE ACTIVITIES TO: • Identify your local leaders and possible collaborators.

• Identify your policy window.

• Create your own elevator pitch.

Evidence-Based Policymaking and Advocacy

MAKING THE STORY COME ALIVE 29

Identifying Opportunity: The Window of Opportunity11,12,13 How do you know it’s the right time to move on an issue? For change to occur, there must be a clearly articulated problem, an achievable solution and a receptive political environment. Together, these create a window for change. From there, you can design a strategy and mobilize your partners to bring about the change you are looking for. Consider the following questions when identifying your window:

Solution Stream: Problem Stream:

Is there a clear and feasible policy solution?

What is the issue at hand and why does this issue need to be addressed now? How is this issue affecting society?

Politics Stream: Are the current social and political environments open to exploring and addressing the identified problem and proposed solution?

Policy Window

Evidence-Based Policymaking and Advocacy

MAKING THE STORY COME ALIVE 30

Relationship Building Identifying your window is not enough. Once you’ve articulated your problem and identified your solution, you need the ear of key policymakers to affect policy and systems level change. How do you do that? The answer is relationships. Relationship development is an ongoing process. Just like relationships elsewhere in our lives, they need a genuine, mutual foundation and to be nurtured over time. Well established relationships will put you in a better position to create change when a policy window is identified.

Here are some ways to become a familiar face and build a relationship with policymakers and other state leaders.

Schedule meetings with legislators and staffers

Provide testimony at a public meeting

Host an informational event such as a legislative breakfast

Publish an op-ed or blog post to raise awareness

Invite legislators to tour your agency and learn about your organization and the work you are doing

Host and/or attend events in your community

Build from existing social networks and relationships

Call legislator’s offices

Evidence-Based Policymaking and Advocacy

Get to know staffers

MAKING THE STORY COME ALIVE 31

Who are Your Local Leaders?

Whether you are intending to advocate at the national level or are working closer to home in your own state, it is important to know who your elected officials are.

Who Represents Me?24 At the Federal Level • There are two chambers of Congress: The Senate and The House of Representatives.

• Every state is represented by two US Senators and a certain number of US Representatives, depending on the state’s population. For example, California has 52 members in the House of Representatives representing its population of 39.2 million. Whereas Rhode Island has two US Representatives for its 1.06 million citizens.

• Nationally, there are 100 Senators and 435 Representatives.

• Senators represent their entire state.

Representatives represent their individual district.

At the State Level • In addition to federal representation, every community is served by individual state legislatures where elected officials work on behalf of their home community to advance state-and local-level policy and budgetary priorities.

• In addition to legislators, it is also important to identify other state leadership such as your Governor and top leadership in your state’s education, healthcare or child welfare secretariats and agencies.

There are numerous online directories that will tell you who these leaders are. To find yours, simply search “who represents me,” followed by your state and/or city in your preferred search engine.

Evidence-Based Policymaking and Advocacy

MAKING THE STORY COME ALIVE 32

Influencers of Legislative Priorities Now that you’ve identified who represents you, it’s time to start thinking about how you can engage them and advance your advocacy goals. A little planning goes a long way; time spent planning before your State House visit or cold-call will help ensure your message is communicated as effectively as possible.

NOTE: See the Understanding Policy Design and The Policy Process section in this toolkit for resources to help articulate the specific problem you are trying to solve as well as conceptualizing an effective strategy to achieve your goals.

Legislators encounter an overwhelming number of bills, crises and systemic needs over the course of each Legislative Session.

How will you elevate your issue area?

Here are a few driving forces that determine which issues catch a legislator’s attention: Constituents and home district priorities: What does their home community want to see happen?

Legislators’ personal views and experiences: How have their own life experiences shaped their perspective?

Media (news outlets and social media): What media are they paying attention to and what messages are they receiving?

Public opinion: What is the general public’s stance on a particular issue?

Budget process: What financial priorities are on their mind?

Powerful interest groups: What are the well connected and well funded groups telling them?

Lobbyists & advocates: What are the grassroots and community-based groups telling them?

What is the message you want to communicate?

Evidence-Based Policymaking and Advocacy

MAKING THE STORY COME ALIVE 33

Advocacy Communication Tips1 When designing your outreach and communication strategy, consider these helpful tips. These apply to both written and verbal communication strategies.

Clear and Concise

Makes a Connection

Has credibility

Contagious

Evidence-Based Policymaking and Advocacy

The main idea of the message is quickly and clearly communicated.

The message resonates with the audience. It has significance and triggers an emotional response, sparking new behaviors and actions.

The audience believes who is saying it, what is being said, and how it’s being said.

Your message must be energetic, different, and memorable. It should evoke a vivid emotional response, have “talk” potential, and motivate the person to act.

MAKING THE STORY COME ALIVE 34

Tips for Written & Verbal Communication25,26 Both in-person and written engagement are key strategies to advance your advocacy priorities. While researchdriven materials such as policy briefs, articles and other publications are useful, emails, phone calls and “snail mail” letters are often quicker to pull together and are equally important in getting your message out there.

A helpful tip: Remember to proofread at least three times before hitting send!

The following pages dive into 8 tips for effectively communicating your message.

1

Prioritize brevity and communicating urgency 25,26 • Be brief and communicate urgency. Policymakers are often busy and unable to dedicate a lot of time to read a lengthy proposal.

• For written materials, aim for about 700 words or 5 minutes of read time.

2

Provide resources and financial information25,26 • Policymakers often think in terms of timelines, resources and outcomes. Be direct and mention a clear implementation timeline with resources, advocacy partners, scalability and possible partnerships outlined.

3

Blend data and stories25,26 • Be targeted in what information you share and elevate the most important points. Blend data with real life stories that speak to listener’s hearts and minds. Adding in a personal or real-life story can help a policymaker remember your pitch more clearly.

4

Use bulleted lists and graphics to communicate a manageable number of key points (aim for 3-5 max)25 • A person’s brain can process visuals 60,000 times faster than text.

Help make your point clear and concise by using graphics to illustrate data and numbers.

5

Use accessible language25 • Avoid jargon and use language that is familiar to your advocacy partners.

• Avoid overly “clinical” language and define all acronyms.

6

Provide a timeline with milestones25 • Give a brief guide on how you visualize your solution being implemented and lay out what steps policymakers and government agencies will need to take to implement and sustain the recommended solution.

7

Name risks and challenges25 • Be upfront about possible bumps in the road and identify suggestions for how to overcome or minimize these challenges when they arise.

8

Offer realistic solutions and next steps25 • Has a similar solution to a problem worked in the past? Emphasize it and explain how you can adapt previous solutions to solve a new problem.

• If your solution can address multiple problems, even better! Highlight this.

Evidence-Based Policymaking and Advocacy

MAKING THE STORY COME ALIVE 35

Creating an Elevator Pitch An elevator pitch is another communication strategy that can be used to great effect, especially during those brief bump-ins with decisions makers.

Elevator Pitch 27 An elevator pitch is a less-than-two-minute statement that can be delivered off the cuff and briefly, but compellingly, introduces a pressing need and invites your listener to be your ally in solving that problem.

It is something that can be delivered in the time span and confines of an elevator ride.

It is especially important to use accessible language and not get lost, “in the weeds” of the issue. While our work is complex, and as those working in the field day in and day out, we are often prepared to go into extreme detail, it’s important that an elevator pitch presents information as engagingly as possible: • Who are you?

• Why are you talking to your listener(s)?

• What is the problem you need your listener(s) to help you solve?

• How can they help you solve it?

• What happens next, once this elevator pitch is over?

This doesn’t mean diluting your work or expertise.

It means presenting the key points in a way that invites your listener to take the next step, and to work with you on a solution. To paraphrase a popular Einstein quote – you want your elevator pitch to be as simple as possible, but no simpler.

Key Components of an Elevator Pitch • Opening that captures your listener’s attention • Concrete problem that needs to be addressed • Salient and believable solution • Call to action that invites your listener to be part of the solution • All in 2 minutes or less! (Some tremendously compelling pitches have been delivered in less than a minute)

Evidence-Based Policymaking and Advocacy

MAKING THE STORY COME ALIVE 36

An elevator pitch example: making the case for prioritizing children’s mental health in new legislation* *All names and coalitions are fictional

Consider this example. While at a local community event, Jane Smith noticed that Senator Garcia, one of her state's mental health champions in the legislature, was in attendance. Knowing the Senator was the sponsor of a new bill that would increase funding to the state’s mental health systems, she approached them and said the following:

“Senator Garcia, I’m glad to bump into you. My name is Jane Smith and I represent The Coalition for Kids. Coincidentally, I was just reviewing your new bill, An Act to Increase Mental Health Funding, this morning. What an exciting new piece of legislation! We at The Coalition did notice that children were not explicitly named in the bill. We urge you not to overlook the importance of addressing children’s mental health needs specifically and explicitly. Since the pandemic, kids are experiencing behavioral health needs like never before. There’s even research from the Surgeon General showing that one in five youth experienced anxiety and one in four experienced depression during the pandemic. By some estimates that is more than double pre-COVID. Many in the field are especially concerned about what this all means for youth suicide rates, which were already increasing leading up to 2020. We’ve never needed high quality children’s mental health services more than we do right now; and as the mother of a 12-year-old who was recently diagnosed with severe depression, let me tell you, good care can be hard to find. Here’s my card; I wonder if you or a member of your staff would be willing to meet with my team to discuss this in more detail?”

What we’d like you to notice: Brevity: Jane introduced herself, provided context for the Senator by mentioning their work on new legislation, and then got right to the point.

There is a clear problem to solve: Children are not sufficiently represented in this new piece of legislation.

Blending story and data: Jane used compelling data to highlight the issue and then brought in her own experiences as a mom. In doing so, she communicated that, “this isn’t just numbers on a page or concepts in a report.

These are real world families who are struggling to find help.”

Accessibility: Jane avoided excessive jargon and used everyday language supported by research.

Call to action: There was a clear ask and next step – meeting with Senator Garcia’s team to explore this topic in more detail.

Evidence-Based Policymaking and Advocacy

MAKING THE STORY COME ALIVE 37

REVIEW WHAT YOU LEARNED

The policy window includes the problem stream (examining how and why the issue is affecting people), the solutions stream (identifying a feasible policy solution to the issue), and the politics stream (ensuring the current political environment is amenable to addressing the issue).

Building relationships is key to successful advocacy and policymaking.

Essential components to effective writing includes being clear and concise, making a connection, establishing credibility, making the message “contagious,” and inviting your reader to be part of the solution.

Questions to consider when crafting written communication: • Is it sufficiently brief while establishing urgency?

• Does it include a concrete ask, timeline and/or necessary resources? (Will vary depending on the specific context of your outreach) • Did you blend story and data?

• Can you include visuals and graphics to break up the text?

• Are you using accessible language?

• Did you identify potential challenges and offer actionable solutions?

An elevator pitch is a less-than-2-minute statement that can be delivered off the cuff and briefly, but compellingly, to introduce a pressing need to a potential ally and invite them to be part of the solution.

Elements include: • • • •

An engaging opening A concrete problem A salient solution A call to action

Evidence-Based Policymaking and Advocacy

MAKING THE STORY COME ALIVE 38

ACTIVITY 5

Who are your local leaders?

Let’s begin these activities by identifying who represents you.

Enter your address on this website to find both your state and federal representatives. You can also search and track legislation at Open States. The Senate website shows political party leaders and committee chair(wo)men.

Federal

State

Evidence-Based Policymaking and Advocacy

MAKING THE STORY COME ALIVE 39

ACTIVITY 6

Identifying Advocacy Partners In addition to identifying your representatives, it is also important to identify other legislators and state leaders who share your interest areas, and with whom you may want to cultivate a relationship. Reflect and do additional research as needed to answer the following questions:

Which legislators and other state leaders have been champions for your issue area?

Do you have any existing relationships with legislators, state leaders or other advocacy groups?

How might you mobilize those relationships towards common advocacy goals?

Are there others with whom you do not have a relationship yet, but would like to cultivate one?

How will you go about building those relationships?

Evidence-Based Policymaking and Advocacy

MAKING THE STORY COME ALIVE 40

ACTIVITY 7

Create an Elevator Pitch Time to develop your own elevator pitch!

Follow the steps below to craft an engaging, punchy, and actionable statement.

Considerations when developing an elevator pitch: • A short, punchy opening that captures your listener’s attention • Clearly articulate a concrete problem that needs to be addressed • Articulate one or two salient and believable solutions or next steps • End with a call to action that invites your listener to be part of the solution • All in 2 minutes or less!

Who am I and why am I speaking to them?

What is the essential information to communicate to them?

1.

2.

3.

Why is this important?

1.

2.

3.

What do I want to happen next?

1.

2.

3.

Having articulated the above, write your elevator pitch!

Evidence-Based Policymaking and Advocacy

MAKING THE STORY COME ALIVE 41

Mobilizing the Community: Advocacy Partners IN THIS SECTION, YOU WILL LEARN ABOUT: • How to build relationships with advocacy partners.

• How to engage youth and family voices in your advocacy strategy.

• How to create coalitions with people from different sectors.

• How to prepare for conversations with advocacy partners.

• How to use storybanking as a strategy for adding a personal touch to your advocacy.

AFTER READING THIS SECTION, YOU WILL COMPLETE ACTIVITIES TO: • Reflect on the key players in your field and how those partnerships can help you achieve your advocacy goals.

• Start building your story bank to have compelling stores when you need them for your advocacy efforts.

• Start building your own coalition.

Evidence-Based Policymaking and Advocacy

MOBILIZING THE COMMUNITY: ADVOCACY PARTNERS 42

Advocacy Partners28 Now that we’ve introduced essential skills and tools to craft an actionable message and deliver that message to policymakers, let’s turn our attention to another essential tenet of this work - building coalitions and making sure the community you serve is actively involved throughout the entire process.

Advocacy Partners can be defined as individuals or groups who stand to be impacted by a decision, or who can influence that decision, directly or indirectly. It is essential that community partners play an active role from start to finish. Historically, this group were also referred to as, “stakeholders,” though recently there has been a movement to replace that term with more inclusive language.

Examples:

And Remember:

• Children and families themselves

• “Nothing about us without us!”

• Community-based clinical professionals serving families

• Part of your role is being a facilitator and opening the advocacy door for families.

• Teachers Key Considerations: • Who are the key players and voices in the field?

• The community you serve is the most critical group of advocacy partners!

• Do you have existing partnerships to build on?

• Who would you like to build new relationships with, and why?

Evidence-Based Policymaking and Advocacy

MOBILIZING THE COMMUNITY: ADVOCACY PARTNERS 43

Youth and Family Partners9,10 Family Voice When designing family-focused policies and systems, it is essential to have family voices at the table. The most effective strategies will meaningfully engage families throughout the advocacy process, and blend family’s lived experience and expertise on their children with professional expertise. By designing advocacy strategies infused with the unique strengths, needs and beliefs held by the families being served, we ensure our efforts are aligned with family priorities.

Several common strategies used to engage family voice are: • Including families in initiative advisory councils or steering committees.

• Including professionals with lived experience.

• Co-creating advocacy priorities with community representatives.

• Collaboratively identifying desired outcomes and naming what “success” looks like.

• Partnering with other family-focused advocacy organizations to identify and engage family voices.

• Including family representation in interviews and focus groups to identify and explore community perspectives.

What do Family Partners Do? Many things! Family voice is essential to ensure that the choices being made will ultimately benefit the community as intended.

Several key roles family partners can play include: • Provide family voice in identifying areas of improvement to service delivery based on their unique perspective as a service user, as well as brainstorming potential solutions to fill those gaps.

• Bring diverse perspectives to the team which improves cultural understanding and understanding how different communities may be impacted by a policy decision, advocacy priority or strategy.

• Bring insight on issues and barriers faced by children, youth and families, and help us clearly articulate the problem we are trying to solve, the pain we are trying to alleviate.

Evidence-Based Policymaking and Advocacy

MOBILIZING THE COMMUNITY: ADVOCACY PARTNERS 44

Coalition Building12 You’ve heard the adage, “many hands make light work.” This is true in advocacy as well. Success is a team effort.

Effective coalition building will help amplify your own strengths and those of your partners, fill gaps and address barriers to success, and build initiative capacity to give yourself the best chance possible at achieving your goals.

What is a coalition?

For our purposes, we define a coalition as a collection of like-minded individuals, working together to achieve a common goal, action or purpose.

Why build coalitions?

When you can identify and engage the right partners, everyone benefits from the collective experience in the room. You can intentionally create a place at the table for often left-out advocacy partner groups (families and community members especially), and by rallying a larger group to advocate on a particular issue, you present a larger, louder and more noticeable presence to leaders at the policy and systems levels. Additionally, engaging the right individuals with the right relationships can open doors.

Example: Scheduling a meeting with a local elected official will likely be much easier if they are being asked by a known ally or one of their constituents.

Evidence-Based Policymaking and Advocacy

MOBILIZING THE COMMUNITY: ADVOCACY PARTNERS 45

How do you build a coalition?

Whether you represent a large organization, a small grassroots movement or are an individual seeking to build momentum, you can build a coalition. It all comes down to answering the questions, “what is it I’m trying to accomplish? Who are the voices that need to be at the table and how do I get them there?” Once you identify the right voices, become a known presence – send emails, make calls, ask a mutual connection to put you in contact (see the Effective Communication and Engagement Strategies section for helpful communication tips). Schedule a meeting with them.

After that, get your elevator pitch ready (see page 36) and start building your coalition!

Evidence-Based Policymaking and Advocacy

Helpful Tip: Many people want “big names” or “big titles” to participate. While it is great to have an Executive Director, CEO, a legislator, or other high level professionals, these are not the only roles that a coalition will benefit from. In fact, a staffer may be in a better position to dedicate time and effort to your coalition and therefore are in a better position to foster action. It is key to have someone who will champion the issue despite other pressing needs. Be open to roles elsewhere on the organizational tree.

Example: Are you working on a legislative initiative? Perhaps engage an organization’s Policy Director instead of the CEO. Are you working on an initiative focused on improving access to evidence-based care? Perhaps your desired partner organization has a clinician who can represent the organization.

MOBILIZING THE COMMUNITY: ADVOCACY PARTNERS 46

Preparing for Conversations with Advocacy Partners In addition to actively involving partners in your advocacy efforts, individuals and groups can be interviewed to uncover key information that you’ll want to incorporate into your strategy. Key informant interviews are an effective way to engage policy, systems, practice and local levels, and explore their expertise, strengths, needs and priorities.

Here are several tips for identifying and engaging the right implementation and advocacy partners:

Identify the perspectives you need to engage at the policy, systems and community/ practice levels (e.g. lived experience, state leader, policymaker, clinician, etc.)

Identify the constituency categories that could lend that perspective (e.g. families, legislator, commissioner, community-based providers, teachers, etc.)

Design your interview strategy including key questions and topics to explore during advocacy partner interviews.

Identify and contact specific individuals, or begin networking to make a connection.

Evidence-Based Policymaking and Advocacy

MOBILIZING THE COMMUNITY: ADVOCACY PARTNERS 47

Storybanking29,30 CONSIDER THIS QUOTE: “Rarely will you meet someone with a relevant story at the exact moment you need it–like when you're launching a social media campaign or writing an op-ed for your local paper–so it's important to make connections with people you meet and catalog their stories for future use in a way that's organized and efficient. We call this process storybanking.”

– Community Catalyst, Boston, MA

Many people use storybanking is a strategy to helps add a personal and compelling touch to advocacy efforts.

Storybanking

Is a thoughtful and strategic system to compiling and sharing stories (in the forms of writing, videos, photos, testimonials, etc.).

When collecting stories, pay particular attention to any powerful quotes that jump out at you. Having a collection of one- to two-line quotes that describe the importance and impact of your work will come in handy when crafting emails, letters, and other outreach activities with legislators (see Effective Communication and Engagement Strategies section for more information and helpful communication tips).

When collecting stories from people, always:

IMPORTANT NOTE: Given the private nature of life stories, always ensure that you are creating storybanks in partnerships with your organization's leadership and legal council. Ethically and legally, we must protect the confidentiality of the children and families we serve, and of the colleagues with whom we work.

Click the links below to find more information and see examples.

Evidence-Based Policymaking and Advocacy

• Be clear and open about your intentions and how you will use these stories, • Ensure people give their consent to their story being collected and used, and, • Be clear that they have the right to have their story removed from the storybank at any time.

• Storybanking Toolkit (Community Catalyst) • Storybanking Toolkit (The Arc)

MOBILIZING THE COMMUNITY: ADVOCACY PARTNERS 48

REVIEW WHAT YOU LEARNED

An advocacy partner is a person or group that could be affected by a decision, or who can directly or indirectly influence that decision.

It is important to engage a variety of people who can offer diverse perspectives, especially including the perspectives of the families and community you are serving.

A coalition is a collection of like-minded individuals, working together to achieve a common goal, action or purpose.

To prepare for advocacy partner conversations, identify the perspectives you need to engage at multiple levels, identify the constituency categories that could lend that perspective, design your interview strategy, and identify and contact specific individuals.

Storybanking is a thoughtful and strategic system to compiling stories so you have them ready to share when the time comes. These could be written, recorded, videos or photos.

Evidence-Based Policymaking and Advocacy

MOBILIZING THE COMMUNITY: ADVOCACY PARTNERS 49

ACTIVITY 8

Building Your Coalition As you begin thinking about coalition building, take some time to answer these questions: Follow the steps below to craft an engaging, punchy, and actionable statement.

• What are my goals; why do I want to form a coalition?

• Who else might have those same goals?

• If I organized this group of people, what perspectives do I need and what role would each play?

• Who do I already have relationships with; and with whom do I need to build a relationship?

For those I do not have a relationship with, what would it take to build one?

• What strengths do I have that I’d like to amplify? What barriers or gaps exist that I cannot address on my own?

• What are my next steps?

Once you’ve answered these questions, consider making a chart where you list potential partners at the policy, systems and practice/community levels, and the perspective each bring to the table. Once you know who you want at the table, it becomes easier to craft your next actions! The following page includes a template chart for your use.

Evidence-Based Policymaking and Advocacy

MOBILIZING THE COMMUNITY: ADVOCACY PARTNERS 50

Use this template to start considering who you would add to your coalition. Add or change columns as you see fit to meet your specific needs. An example chart is included on the next page.

POLICY Name

Organization

Advocacy Partner Perspective

Existing relationship?

Notes/Contact Information

Next Steps

Notes/Contact Information

Next Steps

Notes/Contact Information

Next Steps

SYSTEM Name

Organization

Advocacy Partner Perspective

Name

Organization

Advocacy Partner Perspective

Existing relationship?

PRACTICE/COMMUNITY Existing relationship?

Consider the following possible advocacy partners to ensure you have sufficiently diverse perspectives represented: • Families and other community members • Legislators and policymakers • The business community • Funders • The media

• Clinical providers and those working for relevant child-serving systems • Members of or clergy from religious groups in the community • Evaluators • School representatives

Helpful Tip: Think outside the box when it comes to building your coalition. A common pitfall is to engage only groups and individuals we already have relationships with, or who already work directly in our field. At times, this can lead to “preaching to the choir.” For example, can you engage the business community? The local sports association? News media? Think across sectors!

Evidence-Based Policymaking and Advocacy

MOBILIZING THE COMMUNITY: ADVOCACY PARTNERS 51

EX AMPLE COALITION PL ANNING CHART POLICY Name

Alan Alpha

Organization

Senator So-and-So’s Chief of Staff

Advocacy Partner Perspective

Existing relationship?

Legislature

Notes/Contact Information

Our policy director knows him

Yes

Next Steps

Schedule coffee meeting

SYSTEM Name

Bonny Beta

Organization

State Department of Education

Advocacy Partner Perspective

Child-serving state agency; education

Existing relationship?

Notes/Contact Information

CEO has consulted with her before

Yes

Next Steps

Have CEO reach out via email

PRACTICE/COMMUNITY Name

Organization

Advocacy Partner Perspective

Gerry Gamma

City Community Health Center

Outpatient CommunityBased Provider

No

Mutual friend Danny Delta knows them

Ask Danny Delta to put us in contact

Ellen Epsilon

Mother

Lived family experience

Yes

Ellen is on our board

Pull her aside at next week’s board meeting

Evidence-Based Policymaking and Advocacy

Existing relationship?

Notes/Contact Information

Next Steps

MOBILIZING THE COMMUNITY: ADVOCACY PARTNERS 52

ACTIVITY 9

Planning to Engage Community Members As you begin planning an outreach strategy to engage and learn from the community, consider the following:

Who are the key players in the field? What family partners or community member voices can you include in your messaging?

What kind of information is most relevant for your advocacy partners?

What interview questions will help you glean that information?

How can you build off existing relationships in order to advance this process?

Evidence-Based Policymaking and Advocacy

MOBILIZING THE COMMUNITY: ADVOCACY PARTNERS 53

ACTIVITY 10

Investing in Your Storybank Regarding storybanking, consider the following: Is storybanking a strategy you’d like to utilize, or already utilize?

Do you have stories and quotes from families or stories already available to integrate into your advocacy strategy?

How will you collect new stories and quotes? How will you organize and store them? Are there any privacy concerns to navigate?

Evidence-Based Policymaking and Advocacy

MOBILIZING THE COMMUNITY: ADVOCACY PARTNERS 54

Developing an Action Plan

THIS TOOLKIT’S FINAL SECTION IS FOCUSED ON NEXT STEPS: Putting all the skills we’ve explored in the previous sections to use and creating an action plan to advance your advocacy goals. In the following pages you will be introduced to action plans and will be given the tools to create and implement one yourself.

AFTER READING THIS SECTION, YOU WILL COMPLETE ACTIVITIES TO: • Create an action plan to guide your organization's advocacy efforts.

• Consider how to identify and evaluate options through an analysis matrix to brainstorm potential solutions for a problem you’re facing.

Evidence-Based Policymaking and Advocacy

DEVELOPING AN ACTION PLAN 55

What are action plans and why do they matter?

Action plans are an organizational tool to ensure a coordinated effort. They map out individual and organizational needs with details on what you intend to do, how you’ll do it, the time frame, and who needs to be involved.

Key elements of an action plan include: 1. Organizational priorities

4. Action steps and who is responsible for each

2. Desired (and measurable) outcomes, and specific strategies

5. Timeline

3. Key players

6. Needed resources (what you have and what else you need)

Develop an Organization Action Plan 31 Action plans are where the proverbial advocacy rubber meets the road. An effective action plan will plot out the anticipated course to success. This can manifest in a number of different ways based on your organization and specific needs; however, there are several common elements we recommend including. To illustrate by example; let’s say you are interested in increasing the adoption of a particular evidence-based practice in your state:

Element 1: Name your organization’s core advocacy/policy priority Example: Through advocacy, we will bring about the statewide adoption and sustainability of [insert EBP].

Element 2: List your desired (and measurable) outcomes* Examples: 1. Obtaining sustainable funding streams for training (we need money to train providers in the EBP).

2. Negotiating cost-based reimbursement for services provided (we need those providers to be paid once they can deliver the EBP).

3. A robust workforce adequately prepared to deliver [insert EBP] to fidelity.

*Important considerations: • How will you know you’ve been successful?

• What indicators will tell you you’re headed in the right direction?

Evidence-Based Policymaking and Advocacy

• How will you address needed course corrections mid-flight?

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Element 3: Identify what must happen for those desired outcomes to be achieved, as well as your key strategies to bring about those changes

1

Policymakers need to understand and believe in EBPs and [insert EBP] specifically.

3

2

The state needs to commit to financially supporting the implementation of EBPs and [insert EBP] specifically.

Policymakers need to understand the importance of ongoing training and professional development to effectively deliver EBPs.

4

Graduate programs in the area need to include adequate training in EBPs and [insert EBP] specifically.

Therefore, our primary strategy will involve: Convening a working group of families, providers, training programs, and policymakers to collaboratively improve access to EBPs. Identifying and engaging legislators and other key decision makers through monthly one-on-one meetings and quarterly events to educate them about: • The importance of EBPs • The importance of ongoing training and professional development • Funding strategies • The role local graduate schools play in preparing the next generation of clinicians • Encourage the state to prioritize EBPs in their legislative and funding decisions, [insert EBP] specifically

Informing the general public about the importance of EBPs and [insert EBP] specifically, through bi-annual public events, quarterly op-eds/blog posts, and social media campaigns.

Evidence-Based Policymaking and Advocacy

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Element 4: Identify key players who will participate in your initiative, being sure to include the perspective and role each bring to the table Example: Executive Director, Clinical Director, Clinical Supervisor, Organization’s Lobbyist, Family Partner [include names and role each will play in your initiative].

Element 5: Identify action steps and timeline 1. [Insert name] will gather relevant implementation and clinical outcomes data by [insert deadline].

2. [Insert name] will prepare two relevant client's stories from our storybank by [insert deadline].

3. [Insert name] will contact our local Representative’s office and schedule a meeting by [insert deadline].

4. Team will meet one week before the meeting to coordinate messaging and game plan.

Element 6: Identify required resources (what you have and what else you need) HAVE

NEED

• Coalition of community members and professionals

• Contacts in key legislators’ offices

• Access to Electronic Health Record data

• Additional funding to support advocacy efforts

• Meeting space

• Storybank

Evidence-Based Policymaking and Advocacy

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ACTIVITY 11

Create Your Own Action Plan The following pages provide a template of the previously explored elements for you to use in creating an action plan. Consider these a starting point and adjust the tables to fit your needs!

My organization’s top advocacy/policy priority:

OBJECTIVES

ACTIVITIES

OUTCOMES

TIMELINE

RESOURCES REQUIRED

Key Partners:

Evidence-Based Policymaking and Advocacy

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ACTIVITY 12

Identify and Evaluate Options Many people can feel overwhelmed by the complexity of the problems they are trying to address, and the multitude of options that could potentially solve the problem. Readers may find it helpful to identify potential options to help determine which option(s) to pursue.

Below is an example matrix that you can use to name the problem you are trying to solve (row 1), identify options that could solve that problem (row 2) and criteria to assess those options (column 1). These options and criteria are hypothetical examples. A blank chart is available on the next page for your use. Add rows and columns as needed to identify and explore all your options!

OPTIONS ANALYSIS MATRIX The problem I’m trying to solve is... Improving workforce retention at a provider agency.

OPTION A Increased salary and benefits (e.g. bonus for getting certified in an EBP)

OPTION B Increased reflective supervision

OPTION C Team building activities

CRITERION 1: Underlying Assumption

Is low salary the root cause of clinician turnover?

Are clinicians burning out and leaving because they lack adequate supervision?

Are clinicians leaving because they are not connected with their teams?

CRITERION 2: Cost

How would agencies gain additional funding to support added salary costs?

What is the time commitment for supervisors?

Would activities cost money or would it occur in office?

CRITERION 3: Long Term Consequences

Will clinicians feel more motivated with bonuses and feel more effective with clients?

Will clinicians and supervisors feel this is an extra burden?

Does this feel like a fake gesture?

Evidence-Based Policymaking and Advocacy

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Try your own matrix with a problem you’ve been wrestling with!

Add additional options and criteria as necessary – 3 to 5 of each are recommended.

OPTIONS ANALYSIS MATRIX The problem I’m trying to solve is:

OPTION A

OPTION B

OPTION C

CRITERION 1:

CRITERION 2:

CRITERION 3:

Evidence-Based Policymaking and Advocacy

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6. Evidence-Based Policymaking Collaborative.

(2016). Principles of Evidence-Based Policymaking. https://www.urban.org/sites/default/files/ publication/99739/principles_of_evidence-based_ policymaking.pdf 7. Bipartisan Policy Center. (n.d.). Bipartisanpolicy.org. https://bipartisanpolicy.org/ 8. How States Engage in Evidence-Based Policymaking.

(2017). Pewtrusts.org. https://www.pewtrusts.org/en/ research-and-analysis/reports/2017/01/how-statesengage-in-evidence-based-policymaking 9. FREDLA (2013). Family Engagement in Systems. The Ontario Centre of Excellence for Child and Youth Mental Health and the Ministry of Children and Youth Services. https://fredla.org/wp-content/ uploads/2019/12/Family-Engagement-v8-1.pdf

References 1. Native CDFI Network. Policy & Advocacy Toolkit.

Published 2021. https://nativecdfi.net/policy/policyadvocacy-toolkit/ 2. Why Should Your Nonprofit Advocate? | National Council of Nonprofits. (2019). www.councilofnonprofits.org. https://www. councilofnonprofits.org/everyday-advocacy/whyshould-your-nonprofit-advocate 3. Pagoto, S. L., Spring, B., Coups, E. J., Mulvaney, S. A., Coutu, M., & Ozakinci, G. (2007). Barriers and facilitators of evidence-based practice perceived by behavioral science health professionals.

Journal of Clinical Psychology, 63(7), 695–705. https://doi.org/10.1002/jclp.20376 4. Weisz, J. R., Kuppens, S., Eckshtain, D., Ugueto, A. M., Hawley, K. M., & Jensen-Doss, A. (2013).

Performance of Evidence-Based Youth Psychotherapies Compared With Usual Clinical Care. JAMA Psychiatry, 70(7), 750. https://doi.org/10.1001/jamapsychiatry.2013.1176 5. American Psychological Association. (2021).

Policy statement on evidence-based practice in psychology. https://www.apa.org/. https://www.apa. org/practice/guidelines/evidence-based-statement.

Evidence-Based Policymaking and Advocacy

10. Peterson, S. (2020). Trauma-Informed Partnership Introduction. The National Child Traumatic Stress Network. https://www.nctsn.org/trauma-informedcare/family-youth-provider-partnerships/introduction 11. Birkland, T. A. (2020). An introduction to the policy process: theories, concepts, and models of public policy making. Routledge.

12. Stachowiak, S. (2013). PATHWAYS FOR CHANGE: 10 Theories to Inform Advocacy and Policy Change Efforts. https://www.orsimpact.com/ DirectoryAttachments/132018_13248_359_Center_ Pathways_FINAL.pdf 13. Howlett, M., McConnell, A., & Perl, A. (2014). Streams and stages: Reconciling Kingdon and policy process theory. European Journal of Political Research, 54(3), 419–434. https://doi.org/10.1111/1475-6765.12064 14. Centers for Disease Control and Prevention. (2019).

Infographic: 6 Guiding Principles To A TraumaInformed Approach. Centers for Disease Control and Prevention. https://www.cdc.gov/cpr/infographics/6_ principles_trauma_info.htm 15. RI Office of Management and Budget Issue Brief.

(2014). https://omb.ri.gov/sites/g/files/xkgbur751/files/ documents/performance/results-first/IB-ProgramInventory-030714.pdf

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16. Wiener, R., Hobbs, A., & Spohn, R. (2014). Evidence Based Practice in Juvenile Justice: Nebraska White Paper Classification System for Evidence Based Juvenile Justice Programs in Nebraska. https:// www.unomaha.edu/college-of-public-affairs-andcommunity-service/nebraska-center-for-justiceresearch/documents/ebp-white-paper.pdf 17. Evidence-based Prevention and Intervention Support (EPIS). (n.d.). Edna Bennett Pierce Prevention Research Center. https://prevention. psu.edu/flagship_intitiative/evidence-basedprevention-and-intervention-support-epis/ 18. NEW MEXICO LEGISLATIVE FINANCE COMMITTEE LEGISLATING FOR RESULTS: Post-Session Review Fifty-Fifth Legislature, Second Session. (2022). https:// nmlegis.gov/Entity/LFC/Documents/2022%20 LFC%20postsession%204.28.22.pdf 19. Office of Addiction Services and Supports. (n.d.).

Office of Addiction Services and Supports. https://oasas.ny.gov/.

20. 2019 Mississippi Code - Title 27 - Taxation and Finance :: Chapter 103 - State Budget :: Mississippi Performance Budget and Strategic Planning Act

Evidence-Based Policymaking and Advocacy

of 1994 :: § 27-103-159. Certain state departments required to provide inventory of programs and activities; components of inventory; all state agencies required to provide report of all sources of revenue; components of report. (n.d.). Justia Law. https:// law.justia.com/codes/mississippi/2019/title-27/ chapter-103/mississippi-performance-budgetand-strategic-planning-act-of-1994/section-27103-159/#:~:text=%C2%A7%2027-103-159.%20 Certain%20state%20departments%20required%20 to%20provide 21. CDC. (2019). The CDC Policy Process. CDC. https://www.cdc.gov/policy/polaris/policyprocess/ index.html 22. The Legislative Process. (n.d.). www.massbar.org. https://www.massbar.org/advocacy/legislativeactivities/the-legislative-process 23. Bills & Laws. (2019). Malegislature.gov. https://malegislature.gov/Bills 24. Find Your State Legislators - Open States. (2019).

Openstates.org. https://openstates.org/find_your_ legislator/

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25. Eight Tips for Communicating Ideas to Busy Policymakers. Stanford Social Innovation Review. (n.d.). Ssir.org. https://ssir.org/articles/entry/ eight_tips_for_communicating_ideas_to_busy_ policymakers 26. Purtle, J., Nelson, K. L., Bruns, E. J., & Hoagwood, K. E. (2020). Dissemination Strategies to Accelerate the Policy Impact of Children’s Mental Health Services Research. Psychiatric Services, appi.ps.2019005. https://doi.org/10.1176/appi.ps.201900527 27. Creating an Elevator Speech. (n.d.). http://neach. communitycatalyst.org/summit-presentations/ NEACH-Summit-2011-Elevator-Speech-HandoutFinal.pdf 28. Sharma, V., Hendon, J., Churchill, R., Fortune, S., Simmons, M., Bowden, L., & Hetrick, S. (2021).

Improving child and youth mental health: Stakeholder perspectives from a cross-sectional survey to inform research priorities. Mental Health & Prevention, 22, 200201. https://doi.org/10.1016/j.mhp.2021.200201 29. Storybanking: Getting Started. (n.d.). Community Catalyst. http://2023.communitycatalyst. trilogyarchive.com/resources/tools/storybanking/ getting-started 30. Tools for Building Power Through Personal Stories. (n.d.). https://thearc.org/wp-content/uploads/ forchapters/Story-Toolkit-Final.pdf 31. Chapter 8. Developing a Strategic Plan | Section 5. Developing an Action Plan | Main Section | Community Tool Box. (2013).

Ku.edu; University of Kansas. https://ctb.ku.edu/ en/table-of-contents/structure/strategic-planning/ develop-action-plans/main

For more resources, training and technical assistance services, please contact The Baker Center for Children and Families’ Evidence-Based Policy Institute.

This toolkit was made possible by SAMHSA’s NCTSN Category 2 grant.

Evidence-Based Policymaking and Advocacy

The Baker Center promotes the best possible mental health of children and families through the integration of research, intervention, training, and policy.

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The Baker Center for Children & Families 53 Parker Hill Avenue, Boston, MA 02120 | Phone: (617) 232-8390 HARVARD MEDICAL SCHOOL AFFILIATE

bakercenter.org