| |
| |
| |
Becoming Motivated to Become a Policy Advocate and a Leader | |
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| |
Joining a Tradition of Social Reform | |
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| |
Diversity and Policy Advocacy | |
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| |
Advancing the Public Interest at Home and Abroad | |
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| |
Using an Ecological Perspective | |
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| |
What Policy Practitioners and Advocates Seek to Change | |
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| |
What Are Policy Practice and Policy Advocacy? | |
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| |
Challenges Encountered by Policy Advocates | |
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| |
Joining a Tradition of Policy Advocacy | |
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| |
Joining the Reform Tradition Within Social Work | |
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| |
Policy Devolution, Technology, Globalization, and Policy Advocacy | |
| |
| |
Becoming an Effective Policy Advocate | |
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| |
Developing a Vision | |
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| |
Seeking Opportunities for Policy Advocacy | |
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| |
Taking Sensible Risks | |
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| |
Balancing Flexibility with Planning | |
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| |
Being Appropriately Assertive | |
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| |
Developing Multiple Skills | |
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| |
Being Persistent | |
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| |
Tolerating Uncertainty | |
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| |
Becoming a Policy Advocate | |
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| |
Combining Pragmatism with Principles | |
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| |
The Rewards of Policy Advocacy | |
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| |
Changing the Composition of Decision Makers | |
| |
| |
Getting Started | |
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| |
Becoming Leaders | |
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| |
Chapter Summary: What You Can Now Do | |
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| |
Notes | |
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| |
Suggested Readings | |
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| |
| |
Articulating Four Rationales for Participating in Policy Advocacy | |
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| |
The Ethical Rationale for Policy Advocacy | |
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Beneficence and Professional Practice | |
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Policy-Sensitive and Policy-Related Practice | |
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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 | |
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Toward an Eclectic Approach to Ethical Reasoning | |
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| |
Returning to Ideology | |
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| |
The Analytic Rationale for Policy Advocacy | |
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| |
Choosing Sides: Controversy and Research | |
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| |
The Political Rationale for Policy Advocacy | |
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| |
Interlocking Rationales for Policy Advocacy | |
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| |
Chapter Summary: What You Can Now Do | |
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| |
Notes | |
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| |
Suggested Readings | |
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| |
| |
Surmounting Cynicism by Developing Policy-Advocacy Skills | |
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| |
Obtaining Skills and Competencies for Policy Advocacy | |
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| |
A Policy Practice Framework | |
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| |
The Policy Context | |
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| |
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 | |
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| |
Styles of Policy Practice | |
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| |
Applications of Policy Tasks and Skills | |
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| |
Building Agendas | |
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| |
Analyzing Problems | |
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Writing Proposals | |
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| |
Enacting Policy | |
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| |
Implementing Policy | |
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Assessing Policy | |
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| |
Analyzing Policy Practice | |
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| |
Ballot-Based Advocacy | |
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| |
The Variety of Policies | |
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| |
Overcoming Discomfort with Power | |
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| |
Social Policy's Role in Ecological Frameworks | |
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| |
Policy Practice as a Unifying Theme | |
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| |
Chapter Summary: What You Can Now Do | |
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| |
Notes | |
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| |
Suggested Readings | |
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| |
| |
The Ecological of Policy in the United States and in a Global World | |
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| |
Understanding the Ecology of Policy in Governmental, Electoral, Community, and Agency Setting | |
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| |
The Players in Legislative and Governmental Setting | |
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| |
Elected Officials | |
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| |
Unelected Officials or Bureaucrats | |
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| |
Lobbyists and Interest Groups | |
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| |
Connections Among Interest Groups, Legislators, and Bureaucrats | |
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| |
Public Opinion | |
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| |
Advocacy Groups | |
| |
| |
The Electoral Process | |
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| |
Early Maneuvering | |
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| |
Running Campaigns | |
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| |
The Mindsets of Elected Officials | |
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| |
The Environment of Public Servants: Elected Officials | |
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| |
Shortcuts: Aides, Lobbyists, and Priorities | |
| |
| |
The Calculus of Choice | |
| |
| |
The Mindsets of Nonelected Officials | |
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| |
Political Appointees | |
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| |
Civil Servants | |
| |
| |
Strategy in Legislative Setting | |
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| |
Advocating for Resources | |
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| |
The Law and Social Policy | |
| |
| |
The Political Economy of Social Agencies | |
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| |
The Political of Programs and Social Work Units | |
| |
| |
Mapping Agencies' Policies | |
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| |
The Players in Organizational Setting | |
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| |
| |
The Organizational Chart | |
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| |
| |
Budget Priorities | |
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| |
| |
Boundary Spanners and Mission Enhancers | |
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| |
| |
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 | |