SOC 2: Setting the Agenda
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Advocacy priorities respond to social needs and are aligned with the organization’s mission and goals.
The Executive Director or other appropriate staff members set the tone for the organization’s advocacy efforts and manage the agenda-setting process.
The organization chooses the issues that are its top advocacy priorities, and establishes positions on those issues.
Interpretation: Organizations may also choose to involve relevant stakeholders, including clients and other community members, in setting advocacy priorities. Other relevant stakeholders can include, but are not limited to: issue experts; political experts; staff; the organization’s governing body or advisory group; and member organizations.
Relevant factors to consider in setting advocacy priorities include: urgency of the problem; alignment with the long-term goals of the organization; potential reaction of and impact on stakeholders, including clients, staff, governing body or advisory group, funders, and the community; whether other organizations are already addressing the issue; time and effort required to undertake the initiative; and the likelihood of having an impact.
Note: The advocacy agenda is a working document that will be fleshed out further during the assessment and planning phases. See SOC 3 and 4 for more information.
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Research Note: Given that resources tend to be limited, some literature suggests that organizations should have a narrow, focused agenda if they wish to maximize their impact. |
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Advocacy efforts are designed to respond to a documented problem, need, or opportunity that affects a group of individuals or families, or a neighborhood or community as a whole.
Interpretation: As referenced in the Research Note to the SOC Purpose Standard, oftentimes advocacy efforts will be designed to respond to a problem, need, or opportunity affecting individuals served by the organization’s other programs and services.
Advocacy efforts are consistent with and related to the organization’s mission.