Classroom Training Part 1: February 19, 2019 9:00 am–3:00 pm
Classroom Training Part 2: February 20, 2019 9:00 am–3:00 pm
Workshop: March 8, 2019 9:00 am–4:00 pm
UNA Members: $150 for the first person/$30 for each additional participant
Non-Member Rate: $300 for the first person/$60 for each additional participant
Classes and workshop will be held at the Moab Regional Hospital Training Rooms.
About Advocacy & Civic Engagement:
Advocacy & Civic Engagement is more than politics. Whether you are engaging parents of the youth you serve or working with community members about street design in their neighborhoods, advocacy should be a priority for any community organization. Civic engagement empowers organizations to affect change at the individual, community, and societal levels.
Nonprofits provide an important vehicle through which individuals and organizations and work together to improve their communities. Nonprofits should represent the interests of the people they serve through public education and public policy advocacy, as well as by encouraging board members, staff, volunteers, and constituents to participate in the public affairs of the community. Knowing how to accomplish this is essential for any nonprofit. Today’s legislative policy changes can empower organizations or mean drastic cut-backs. How does your organization engage in the political process and create the change you need to see in the world?
Completion of this course and its workshop will deliver a strategy to for you to follow to engage the community and impact legislation. This training course covers these topics and skills:
• Develop an advocacy plan for your organization.
• Create a public narrative as a call to action.
• Identify potential intersections of your organizations’ mission with key policies, departments, committees and elected officials.
• Find out how to tap into Utah’s 150,000+ college students as part of their curricular and co-curricular experiences.
Facilitated by Sean Crossland
In order to receive the Advocacy & Civic Engagement Achievement Badge, the organization must submit the following items to UNA to be reviewed:
Advocacy plan—Document how your mission, vision and values articulate the change you are seeking to bring about and designate your focus on individual change theory (direct service impact), systems change theory (cumulative impact) or both. Effective plans include the following components
1. Measuring change—Document or provide templates used to measure the impact your organization is having on the change it is seeking to bring about.
2. Communication channels—Document your organization’s use of diverse communication channels to amplify important messaging for the organization and advance advocacy efforts. Include a description of who is responsible for such messaging and how partnerships with communications sources are cultivated.
3. Stakeholder engagement—List or document local, state, and national policies, departments, committees, task forces, elected officials and stakeholders whose interests intersect with your organization’s mission. Document how relationships or interactions are developed and cultivated with these entities.
Public narrative—Provide 2-3 samples of public narratives used by the organization and its advocates. Examples of content for public narratives include: why individual leaders/advocates are involved in the cause, why community members should care about the cause, what urgent challenges within the community require actions and how individuals can become involved.
Policy Tracking—If your organization has an advocacy program, provide a copy of your organization’s advocacy plan, including a definition of success and an assignment of duties. Include revision or version date. Include these items:
1. Policy change—Provide an example of a policy change the organization has brought about, is in the process of affecting, has plans to implement or is reacting to.
2. Credibility—How is your organization establishing itself as a credible entity in the advocacy arena. If your organization works with policy makers, explain how your organization is working to be deemed influential and credible by policymakers. Examples of this may include: presence and participation in key policy meetings, distribution of information on topics of which the organization is a subject matter expert, ability to gather a critical mass of individuals willing to testify, write to legislators, gather at the Hill, gain media attention and the like.
3. Influence—define what success in the area of influence and credibility looks like. Examples of this may include appointment to task force or committee, contact from policymakers prior to vote on bills affecting your population, regular meetings with policymakers, inclusion in drafting of policy proposals and the like Intersecting interests (regarding Advocacy). If your organization works with elected officials, list or document local, state, and national policies, departments, committees, task forces and elected officials that intersect with your organization’s mission. Document how relationships or interactions are developed and cultivated with these entities.
Educational partnerships—Document current or potential ways for your organization to partner with educational institutions. This may include a copy of a contract, memorandum of understanding or other formalized document between your organization and an education institution. This may also include examples of current or potential projects with education institutions.
NOTE: The documentation on the requirements requesting explanation need not be lengthy. Clear, concise statements on how the organization meets the requirement listed are sufficient. In most cases, three or four lines of description should suffice.
Sean Crossland currently serves as the Assistant Director at Thayne Center for Service & Learning at Salt Lake Community College. He obtained his BA in Psychology from Iowa Wesleyan College, his MA in Community Leadership from Westminster College, and completed the Leadership, Organizing, and Action Program from the Harvard Kennedy Executive School. Sean is currently pursuing his PhD in Educational Leadership and Policy from the University of Utah. He has worked in or with the nonprofit sector for the nonprofit sector for 15 years, including several years as a counselor in a wilderness therapy program for at-risk youth. Sean is driven to engage people in their immediate community, and to connect passion with action. ePortfolio: https://slcc.digication.com/sean_crossland/Home/