Problem definition

Does the problem arise because of a special client need, a maladaptive relationship between the client and the service system, a structural or personnel deficiency in a service agency, an inter-organizational difficulty, or a dysfunctional social policy?

Objective

Is the objective to secure or enhance an existing service, resource, or entitlement; to develop a new one; or to prevent or limit client involvement with dysfunctional service system?

Target system

Is the target of intervention some component in the worker's own organization (internal advocacy) or in another institution (external advocacy)? What is the service rendered by the organization? Is the relationship between advocate and decision maker one of allies, neutrals, or adversaries (Sosin & Caulum, 1983)?

Sanction

What gives the worker the right or authority to intervene in a system that has not requested help? Does this derive from a client's legal right, an administrative entitlement, a discretionary benefit, or a professional assessment of client need?

Resources

What assets does the advocate possess or have access to that could be used in the proposed intervention? Assets might include knowledge of a client's situation, organizational and political dynamics, and community resources; influence with members of the target system or community power sources; communication and mediation skills; and assistance from a client's natural support system, professional colleagues, or agency officials.

Potential receptivity of target system

What is the likelihood that the significant decision makers in the target system will be receptive to the advocate's request? Will the advocate's role and request be viewed as legitimate?

Level of intervention

At what level should the intervention be carried out? Can the objective be achieved by the action of an individual decision maker in the target system or does it require administrative or policy change (Davidson & Rapp, 1976)?

Object of intervention

With whom should the advocate intervene to secure the change needed? The object of intervention might be a line staff member, supervisor, or administrator in the target system; a policy-making or funding body; a public official; an independent service organization or community group; or an adjudicatory or legislative body.

Strategy of intervention

What approach and means should be used to achieve the desired objective? Should the advocate assume a collaborative, mediatory, or adversarial strategy? What actual modes of intervention should be employed: intercession, persuasion, negotiation, pressure, coercion, or indirect action-for example, preparing a client to take independent action, organizing a community or client group, asking an outside party to intervene?

Outcome of prior advocacy efforts

What can be learned from prior efforts to address the identified problem? Were there any unanticipated obstacles or consequences? Have new resources or problems emerged? Is there any need to reassess the problem, renegotiate the client contract, or revise the plan of intervention based on prior experience?

Determining When to Use Advocacy

Determining the circumstances and timing for use of advocacy is crucial. This includes the following considerations:

Advocacy is an available tactic when community service organizations fail consistently to provide legitimate services to clients.

Advocacy involves measures reflecting pressure and conflict. There are varying degrees of intensity of conflict that can be applied within an advocacy context.

Generally speaking, it is a wise approach to use the principle of "least contest" (Middleman & Goldberg, 1974, p. 73), meaning applying the minimum degree of conflict that will bring about the desired results.

Controlled escalation of the intensity of advocacy allows optimal outcome for minimal expenditure of strategic resources.