Communication Case study A renewable energy nonprofit foundation trying to change the policy

Requirements: The outline is more like brainstorm. Let’s say the “measures of progress”, please think of several signals that can suggest that we are making progress and success, such as we build relations with another foundation XYZ, or we wrote brief or presentation for a governor, etc. That’s enough. Don’t need too many details. The whole outline is no more than 4 pages.
Just fill in the framework by answering all the questions. Revise the questions highlighted and rewrite many parts of the format. To be clear, we are the organization in the case study. That’s why we made up a hypothetical foundation so that we can meet all the organizational situations described in the case. Utilize all the important messages in the case.
About the case study:
Your project will demonstrate your understanding of the core elements of a policy and advocacy strategy. As a first step, it’s important to understand the framework for a policy and advocacy strategy. That framework will be essential to building your case study project and successfully completing a series of assignments throughout the semester. For this assignment, use the case study outline (framework) provided by your instructors to map your hypothetical case study. Your outline should be no longer than 3-4 pages, depending on how you format the content. This framework (see attached) will include: 1. General outline of your case: -Identify your organization and your role within it -Identify the policy/advocacy challenge -Explain your motivation to act -Describe your desired outcome -General outline of your strategy -Who are your audiences? -What is your strategic development process? -What resources do you have? What will you need? What can you access? Where are the voids? -What is your timeline? 2.General outline for evaluation -What does success look like? -How will you measure progress? Your outline should be no longer than 3-4 pages, depending on how you format the content. KEY CONSIDERATIONS (USEFUL) : Review the current version of your Case Study. Make sure you’ve identified the following elements and have begun to develop them. These are core elements to your strategy, and should be built upon as you continue to refine your hypothetical case study over the next three versions and the final. Remember: Revisit the power point presentations and your own class notes where specific guidance on all these elements is provided. You & Your Organization If you haven’t already done so, identify who “you” are. Provide details about your organization that you’ll build upon in future versions. You can develop a hypothetical organization or use an existing foundation. Also identify the position you hold at that organization. Build a profile for yourself. Consider Lobbying Laws. Identify how they’ll apply to your organization and its engagement in this advocacy – what can you do directly? What can you fund? Strategy If you haven’t already, address both direct and indirect outcomes you anticipate from the advocacy work. Audience Begin to differentiate your audiences. Primary audience, secondary audience Internal, external Public sector, private sector Get specific For example, the Governor may be a target audience. Go deeper. Who in the Governor’s Cabinet, on governor’s staff, within governor’s circle of influence? For example, the State House may be a target. But you wouldn’t focus on everyone. Determine WHO and WHAT within the State House is important – Members, leaders, committees, caucuses. Don’t neglect senior staff – they are often the most powerful people in the state house. Messaging State your main argument (based on the “Key Questions” for persuading your primary audience AND the National Human Services Assembly’s “Reframing” guidance) “You should (do what) (to achieve what) because (why does it matter to your audience) (your “ask”) Address how you will develop your messaging/data. Does either already exist? And, your messaging should be consistent with your “Theory of Change” (if . . . .then . . . ) Begin to consider: Who are your best messengers? What are the best channels for your message? What will reach your target audiences? Tactics Become more specific identifying TYPES of allies, policymaker targets (see “Audiences” above), media. Specify timeline: Decide what the ultimate action of your coalition is/when it needs to happen, and then work your way back to consider time for execution, planning, securing resources, organizing leaders, developing consensus on messaging, getting approval from management, etc. Resources State what primary (not necessarily all) resources are needed AND who you expect to provide them (within your organization and externally) Consider both monetary and in-kind. Evaluation/Accountability State how you will evaluate your effectiveness (likely related to your indirect outcomes especially). Consider both qualitative and quantitative measures. Identify the types of tools you could use to demonstrate effectiveness, such as: surveys, number of partners engaged in a particular way, reach, media hits, “champions” recruited, etc.

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