| |
| |
| |
| Becoming Motivated to Become a Policy Advocate and a Leader | |
| |
| |
| |
| Joining a Tradition of Social Reform | |
| |
| |
| Diversity and Policy Advocacy | |
| |
| |
| Advancing the Public Interest at Home and Abroad | |
| |
| |
| Using an Ecological Perspective | |
| |
| |
| What Policy Practitioners and Advocates Seek to Change | |
| |
| |
| What Are Policy Practice and Policy Advocacy? | |
| |
| |
| Challenges Encountered by Policy Advocates | |
| |
| |
| Joining a Tradition of Policy Advocacy | |
| |
| |
| Joining the Reform Tradition Within Social Work | |
| |
| |
| Policy Devolution, Technology, Globalization, and Policy Advocacy | |
| |
| |
| Becoming an Effective Policy Advocate | |
| |
| |
| Developing a Vision | |
| |
| |
| Seeking Opportunities for Policy Advocacy | |
| |
| |
| Taking Sensible Risks | |
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| |
| Balancing Flexibility with Planning | |
| |
| |
| Being Appropriately Assertive | |
| |
| |
| Developing Multiple Skills | |
| |
| |
| Being Persistent | |
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| |
| Tolerating Uncertainty | |
| |
| |
| Becoming a Policy Advocate | |
| |
| |
| Combining Pragmatism with Principles | |
| |
| |
| The Rewards of Policy Advocacy | |
| |
| |
| Changing the Composition of Decision Makers | |
| |
| |
| Getting Started | |
| |
| |
| Becoming Leaders | |
| |
| |
| Chapter Summary: What You Can Now Do | |
| |
| |
| Notes | |
| |
| |
| Suggested Readings | |
| |
| |
| |
| Articulating Four Rationales for Participating in Policy Advocacy | |
| |
| |
| The Ethical Rationale for Policy Advocacy | |
| |
| |
| Beneficence and Professional Practice | |
| |
| |
| Policy-Sensitive and Policy-Related Practice | |
| |
| |
| Moving Toward Policy Advocacy | |
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| |
| Policy Advocacy and Powerless Groups | |
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| |
| Policy Advocacy for Vulnerable Populations | |
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| |
| Other Ethical Principles in Policy Advocacy | |
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| |
| Other Types of Ethical Reasoning | |
| |
| |
| Toward an Eclectic Approach to Ethical Reasoning | |
| |
| |
| Returning to Ideology | |
| |
| |
| The Analytic Rationale for Policy Advocacy | |
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| |
| Choosing Sides: Controversy and Research | |
| |
| |
| The Political Rationale for Policy Advocacy | |
| |
| |
| Interlocking Rationales for Policy Advocacy | |
| |
| |
| Chapter Summary: What You Can Now Do | |
| |
| |
| Notes | |
| |
| |
| Suggested Readings | |
| |
| |
| |
| Surmounting Cynicism by Developing Policy-Advocacy Skills | |
| |
| |
| |
| Obtaining Skills and Competencies for Policy Advocacy | |
| |
| |
| A Policy Practice Framework | |
| |
| |
| The Policy Context | |
| |
| |
| Perspectives of Stakeholders and Policy Advocates | |
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| |
| Patterns of Participation | |
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| |
| The Six Tasks of Policy Practitioners | |
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| |
| Four Skills That Policy Practitioners Need | |
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| |
| Policy Competencies | |
| |
| |
| Styles of Policy Practice | |
| |
| |
| Applications of Policy Tasks and Skills | |
| |
| |
| Building Agendas | |
| |
| |
| Analyzing Problems | |
| |
| |
| Writing Proposals | |
| |
| |
| Enacting Policy | |
| |
| |
| Implementing Policy | |
| |
| |
| Assessing Policy | |
| |
| |
| Analyzing Policy Practice | |
| |
| |
| Ballot-Based Advocacy | |
| |
| |
| The Variety of Policies | |
| |
| |
| Overcoming Discomfort with Power | |
| |
| |
| Social Policy's Role in Ecological Frameworks | |
| |
| |
| Policy Practice as a Unifying Theme | |
| |
| |
| Chapter Summary: What You Can Now Do | |
| |
| |
| Notes | |
| |
| |
| Suggested Readings | |
| |
| |
| |
| The Ecological of Policy in the United States and in a Global World | |
| |
| |
| |
| Understanding the Ecology of Policy in Governmental, Electoral, Community, and Agency Setting | |
| |
| |
| The Players in Legislative and Governmental Setting | |
| |
| |
| Elected Officials | |
| |
| |
| Unelected Officials or Bureaucrats | |
| |
| |
| Lobbyists and Interest Groups | |
| |
| |
| Connections Among Interest Groups, Legislators, and Bureaucrats | |
| |
| |
| Public Opinion | |
| |
| |
| Advocacy Groups | |
| |
| |
| The Electoral Process | |
| |
| |
| Early Maneuvering | |
| |
| |
| Running Campaigns | |
| |
| |
| The Mindsets of Elected Officials | |
| |
| |
| The Environment of Public Servants: Elected Officials | |
| |
| |
| Shortcuts: Aides, Lobbyists, and Priorities | |
| |
| |
| The Calculus of Choice | |
| |
| |
| The Mindsets of Nonelected Officials | |
| |
| |
| Political Appointees | |
| |
| |
| Civil Servants | |
| |
| |
| Strategy in Legislative Setting | |
| |
| |
| Advocating for Resources | |
| |
| |
| The Law and Social Policy | |
| |
| |
| The Political Economy of Social Agencies | |
| |
| |
| The Political of Programs and Social Work Units | |
| |
| |
| Mapping Agencies' Policies | |
| |
| |
| The Players in Organizational Setting | |
| |
| |
| |
| The Organizational Chart | |
| |
| |
| |
| Budget Priorities | |
| |
| |
| |
| Boundary Spanners and Mission Enhancers | |
| |
| |
| |
| Informal Relationships among Organizational Members | |
| |
| |
| The Political Economy of Communities | |
| |
| |
| Different Layers of Government and Policy | |
| |
| |
| Maneuvering in a Multi-Layered Policy Ecology | |
| |
| |
| Chapter Summary: What You Can Now Do | |
| |
| |
| Notes | |
| |
| |
| Suggested Readings | |
| |
| |
| |
| Expanding Policy Advocacy Across National Borders | |
| |
| |
| Social Problems in an Interdependent World | |
| |
| |
| Why Globalization Sometimes Harms Vulnerable Populations in the United States | |
| |
| |
| Why an Economic Gap Developed Between Developing and Developed Nations | |
| |
| |
| Why Globalization Sometimes Harms Vulnerable Persons in Developing Nations | |
| |
| |
| Another Vulnerable Population: Migrants Within and Between Nations | |
| |
| |
| Globalization's Impact on the Environment | |
| |
| |
| Threats to Public Health | |
| |
| |
| Creating a Mono-Culture? | |
| |
| |
| The Great Caveat: Globalization's Positive Effects | |
| |
| |
| Policy Advocacy for Populations Harmed by Globalization | |
| |
| |
| Policy Options in the United States | |
| |
| |
| Policy Options to Help Vulnerable Populations Abroad | |
| |
| |
| Chapter Summary: What You Can Now Do | |
| |
| |
| Notes | |
| |
| |
| |
| Committing to Problems and Solutions Through Building Agendas and Policy Analysis | |
| |
| |
| |
| Committing to an Issue: Building Agendas | |
| |
| |
| Taking the First Step | |
| |
| |
| Why Agenda Building Is Needed | |
| |
| |
| Legislatures | |
| |
| |
| Agencies | |
| |
| |
| Communities | |
| |
| |
| Three Challenges in Agenda Building | |
| |
| |
| The Diagnosing Stage | |
| |
| |
| The Softening Stage | |
| |
| |
| The Activating Stage | |
| |
| |
| Coupling | |
| |
| |
| Framing and Finding Titles | |
| |
| |
| Negotiating and Bargaining | |
| |
| |
| Assembling Early Sponsors and Supporters | |
| |
| |
| Routing | |
| |
| |
| Media Coverage | |
| |
| |
| Can Direct-Service Staff Help to Build Agendas? | |
| |
| |
| Policy Advocacy for Powerless Populations and Unpopular Issues | |
| |
| |
| Electoral Processes | |
| |
| |
| Developing Links with Advocacy Groups | |
| |
| |
| Using Multiple Skills in Agenda Building | |
| |
| |
| Chapter Summary: What You Can Now Do | |
| |
| |
| Notes | |
| |
| |
| Suggested Readings | |
| |
| |
| |
| Analyzing Problems in the First Step of Policy Analysis | |
| |
| |
| Putting It All Together: A Six-Step Policy Analysis Framework | |
| |
| |
| A Six-Step Policy Analysis Framework | |
| |
| |
| Do Policy Advocates Have to Analyze Problems? | |
| |
| |
| Using a Flowchart to Analyze Some Social Problems in Step 1 | |
| |
| |
| Five Cells in a Flowchart Format in Step 1 | |
| |
| |
| Illustrating a Flow Chart with Welfare Reform | |
| |
| |
| Analyzing the Causes of Social Problems in Step 1 | |
| |
| |
| Developing Interventions and Programs in Step 1 | |
| |
| |
| Developing Preventive Programs in Step 1 | |
| |
| |
| Measuring the Magnitude of Problems in Step 1 | |
| |
| |
| Locating Problems Spatially | |
| |
| |
| Social Problems as Slippery Concepts | |
| |
| |
| When Are Social Problems Real, and When Are They Invented? | |
| |
| |
| Many Social Problems Defy Simple Solutions, But Many People Favor Panaceas | |
| |
| |
| Priorities Are Not Chosen Rationally | |
| |
| |
| Solving One Problem Can Create Others | |
| |
| |
| Variations in Problems | |
| |
| |
| Challenges for Policy Advocates | |
| |
| |
| Chapter Summary: What You Can Now Do | |
| |
| |
| Notes | |
| |
| |
| Suggested Readings | |
| |
| |
| |
| Developing Policy Proposals in the Second, Third, and Fourth Steps of Policy Analysis | |
| |
| |
| Returning to the Six-Step Policy Analysis Framework | |
| |
| |
| Intersecting Arenas and Stakeholders | |
| |
| |
| Identifying Recurring Policy Issues and Policy Options in Steps 2, 3, and 4 | |
| |
| |
| Establishing a Mission in Steps 2, 3, and 4 | |
| |
| |
| Designing the Structure of Service in Steps 2, 3, and 4 | |
| |
| |
| Planning the Extent of Devolution and the Resource Path in Steps 2, 3, and 4 | |
| |
| |
| Defining Services in Steps 2, 3, and 4 | |
| |
| |
| Rationing Scarce Resources in Steps 2, 3, and 4 | |
| |
| |
| Addressing Agency Network Issues in Steps 2, 3, and 4 | |
| |
| |
| Addressing Community Factors in Steps 2, 3, and 4 | |
| |
| |
| Guiding and Overseeing Policy Implementation in Steps 2, 3, and 4 | |
| |
| |
| Assessing Implemented Policies in Steps 2, 3, and 4 | |
| |
| |
| An Overview of the Proposal to Fund Shelters for Battered Women | |
| |
| |
| The Anatomy of Policy Proposals | |
| |
| |
| Trade-Offs: Systematically Comparing Policy Options in Step 3 | |
| |
| |
| Identifying Options in Step 2 | |
| |
| |
| Selecting and Weighing Criteria in Step 3 | |
| |
| |
| Creating a Decision-Making Matrix in Step 3 | |
| |
| |
| Qualitative Rankings | |
| |
| |
| Using Different Policy Skills in Tandem in Steps 2, 3, and 4 | |
| |
| |
| Chapter Summary: What You Can Now Do | |
| |
| |
| Notes | |
| |
| |
| Suggested Readings | |
| |
| |
| |
| Presenting and Defending Policy Proposals | |
| |
| |
| Ideology and Policy Positions | |
| |
| |
| Proposals and Ideology | |
| |
| |
| Electoral Politics and Proposals | |
| |
| |
| Combative Persuasion | |
| |
| |
| Adversarial Debates | |
| |
| |
| Coercive Messages | |
| |
| |
| Negotiations: Hardball and Win-Win Options | |
| |
| |
| Adversarial or Friendly Communication: Which Is Preferable? | |
| |
| |
| Persuading Specific Audiences | |
| |
| |
| Determining Objectives | |
| |
| |
| Diagnosing Audiences | |
| |
| |
| Strategies of Persuasion | |
| |
| |
| Selecting a Medium | |
| |
| |
| Using a Sequence of Presentations | |
| |
| |
| Selecting a Format | |
| |
| |
| Developing an Effective Presentation Style | |
| |
| |
| Tactics for Specific Audiences | |
| |
| |
| Other Tactical Choices | |
| |
| |
| Assembling a Strategy | |
| |
| |
| The Hostile Audience | |
| |
| |
| The Sympathetic Audience with Some Hostile Members | |
| |
| |
| The Expert Audience | |
| |
| |
| Interpersonal Discussions | |
| |
| |
| Gaining Support for Grant Proposals | |
| |
| |
| Writing an Imaginative Title | |
| |
| |
| Giving a Compelling Rationale | |
| |
| |
| Drawing on Research Findings | |
| |
| |
| Setting Clear Objectives | |
| |
| |
| Including an Evaluation Component | |
| |
| |
| Demonstrating Feasibility | |
| |
| |
| Establishing Partnerships | |
| |
| |
| Demonstrating Support | |
| |
| |
| Developing a Realistic Budget | |
| |
| |
| Finding Funders | |
| |
| |
| Revising the Proposal | |
| |
| |
| Chapter Summary: What You Can Now Do | |
| |
| |
| Notes | |
| |
| |
| Suggested Readings | |
| |
| |
| |
| Advocating for Change | |
| |
| |
| |
| Developing and Using Power | |
| |
| |
| In Defense of Politics | |
| |
| |
| Analytic and Political Approaches to Policy Advocacy | |
| |
| |
| The Nature of Power | |
| |
| |
| Person-to-Person Power | |
| |
| |
| Power Resources that Stem from Policy Maneuvering | |
| |
| |
| Substantive Power | |
| |
| |
| Power in Decision-Making Procedures | |
| |
| |
| Process Power | |
| |
| |
| Shaping Contexts Including Use of the Internet | |
| |
| |
| Successful Power Users | |
| |
| |
| Power in Organizations | |
| |
| |
| Discretion, Compliance, and Whistle-Blowing | |
| |
| |
| Defining Zones of Discretion | |
| |
| |
| Issues of Compliance | |
| |
| |
| Whistle-Blowing | |
| |
| |
| Power Differentials | |
| |
| |
| Ethical Issues | |
| |
| |
| Developing and Using Power in Situations Where Advocates Are Disadvantaged as Compared to More Powerful Players | |
| |
| |
| Obtaining Power Resources | |
| |
| |
| Building Personal Credibility | |
| |
| |
| Networking | |
| |
| |
| Power Challenges Encountered by Members of Vulnerable Populations | |
| |
| |
| Developing Assertiveness | |
| |
| |
| Can Direct-Service Staff Use Power Resources? | |
| |
| |
| Returning to New Orleans | |
| |
| |
| Chapter Summary: What You Can Now Do | |
| |
| |
| Notes | |
| |
| |
| Suggested Readings | |
| |
| |
| |
| Developing Political Strategy | |
| |
| |
| Establishing Some Objectives | |
| |
| |
| Determining a Position | |
| |
| |
| Selecting the Extent of Policy Changes | |
| |
| |
| Selecting a Time Frame | |
| |
| |
| Grounding Strategy in Current Realities | |
| |
| |
| The Power Distribution | |
| |
| |
| Identifying Contextual Factors | |
| |
| |
| Past Stances | |
| |
| |
| Vested Interests | |
| |
| |
| Cohesion of Likely Opponents and Proponents | |
| |
| |
| Situational Realities | |
| |
| |
| Adapting Strategy to the Setting | |
| |
| |
| Developing Alternative Scenarios | |
| |
| |
| Selecting a Strategy | |
| |
| |
| Revising the Strategy | |
| |
| |
| Seven Recurring Steps in Strategy | |
| |
| |
| Organizing a Team or Coalition | |
| |
| |
| Establishing Policy Goals | |
| |
| |
| Specifying a Proposal's Content and Getting Early Sponsors | |
| |
| |
| Establishing a Style | |
| |
| |
| Selecting Power Resources and Framing Strategy | |
| |
| |
| Implementing Strategy | |
| |
| |
| Revising the Strategy | |
| |
| |
| A Policy Advocacy Challenge: How to Block Ill-Advised Policy Proposals | |
| |
| |
| Chapter Summary: What You Can Now Do | |
| |
| |
| Notes | |
| |
| |
| Suggested Readings | |
| |
| |
| |
| Putting Political Strategy Into Action | |
| |
| |
| Strategy in Legislative Settings | |
| |
| |
| Organizing Legislative Advocacy Projects | |
| |
| |
| Organizing a Team or Coalition | |
| |
| |
| Establishing Policy Goals in a Legislative Context | |
| |
| |
| Writing a Policy Brief: Specifying a Proposal's Content and Getting Early Sponsors | |
| |
| |
| Establishing a Style | |
| |
| |
| Selecting Power Resources and Framing Strategy | |
| |
| |
| Implementing Strategy | |
| |
| |
| Revising the Strategy | |
| |
| |
| Strategy in Agency Settings | |
| |
| |
| Organizing a Team or Coalition | |
| |
| |
| Establishing Policy Goals in the Organizational Context | |
| |
| |
| Specifying a Proposal's Content | |
| |
| |
| Establishing a Style | |
| |
| |
| Selecting Power Resources and Framing Strategy | |
| |
| |
| Revising the Strategy | |
| |
| |
| Developing Strategy in Community Settings | |
| |
| |
| Establishing Policy Goals in the Community Context | |
| |
| |
| Specifying a Proposal's Content | |
| |
| |
| Establishing a Style | |
| |
| |
| Selecting Power Resources and Framing Strategy | |
| |
| |
| Revising the Strategy | |
| |
| |
| A Primer on Task Groups | |
| |
| |
| Policy Advocates' Roles in Task Groups | |
| |
| |
| What Successful Task Groups Need | |
| |
| |
| The Task Group's Mission | |
| |
| |
| The Task Group's Leadership | |
| |
| |
| The Task Group's Developmental Needs | |
| |
| |
| The Task Group's Procedures | |
| |
| |
| The Task Group's Structure | |
| |
| |
| The Task Group's Deliberative and Interactional Processes | |
| |
| |
| The Task Group's Staff and Resources | |
| |
| |
| Forming Coalitions | |
| |
| |
| Establishing Networks | |
| |
| |
| Addressing Dysfunctional Group Processes | |
| |
| |
| An Advocacy Campaign in Sacramento, California | |
| |
| |
| Chapter Summary: What You Can Now Do | |
| |
| |
| Notes | |
| |
| |
| |
| Engaging in Ballot-Based Policy Advocacy | |
| |
| |
| Why Ballot-Based Policy Advocacy Is Important | |
| |
| |
| Policy Advocacy in the Electoral Process | |
| |
| |
| Developing Population Profiles | |
| |
| |
| Using Power Resources to Persuade Voters | |
| |
| |
| Using One-on-One Power Resources | |
| |
| |
| Using the Media | |
| |
| |
| Interacting with Opposing Candidates in Public Forums | |
| |
| |
| Developing Positions on Issues and Demonstrating Positive Personal Qualities | |
| |
| |
| Conducting Negative Attacks on Opponents | |
| |
| |
| Getting Out the Vote | |
| |
| |
| Securing Endorsements | |
| |
| |
| Convincing Other Potential Candidates Not to Run | |
| |
| |
| Gaining Support from Party, Trade Unions, and Other Groups | |
| |
| |
| Finding Resources | |
| |
| |
| Creating a Campaign Organization | |
| |
| |
| Developing Campaign Strategy | |
| |
| |
| Strategy Options at the Outset of a Campaign | |
| |
| |
| Strategy During the Mid-Phase of a Campaign | |
| |
| |
| Conducting Issue-Oriented Campaigns | |
| |
| |
| Making Issue Campaigns and Electoral Politics Intersect | |
| |
| |
| Participating in Electoral and Issue-Oriented Campaigns | |
| |
| |
| Deciding to Run for Office | |
| |
| |
| Selecting Other Public-Service Positions | |
| |
| |
| Why Social Policy Often Hinges on Elections | |
| |
| |
| Chapter Summary: What You Can Now Do | |
| |
| |
| Notes | |
| |
| |
| Suggested Readings | |
| |
| |
| |
| Troubleshooting and Assessing Policies | |
| |
| |
| |
| Troubleshooting and Assessing Implemented Policies | |
| |
| |
| A Framework for Implementing Policy | |
| |
| |
| The Context of Implementation | |
| |
| |
| Policy Innovations or Major New Initiatives | |
| |
| |
| Oversight Organizations and Staff | |
| |
| |
| Primary Implementing Organizations | |
| |
| |
| Interorganizational Processes | |
| |
| |
| Diagnosing Implementing Processes | |
| |
| |
| Actual Outputs: The Evaluation of Implemented Policies (Policy Assessment) | |
| |
| |
| Reforming the Implementation Process | |
| |
| |
| Do Policy Advocates Ever Sabotage Policies? | |
| |
| |
| Case Study of Implementation | |
| |
| |
| Two Examples of Implementation Projects in New Orleans Post-Hurricane Katrina | |
| |
| |
| Policy Assessment | |
| |
| |
| Chapter Summary: What You Can Now Do | |
| |
| |
| Notes | |
| |
| |
| Suggested Readings | |
| |
| |
| Name Index | |
| |
| |
| Subject Index | |