Advocacy

Abstract

Advocacy is a proactive function involving the identification and analysis of critical practice, personnel and policy issues that require the supervisor to act as an “agent of change”. This chapter defines advocacy within the context of the IMS, outlining three levels of advocacy through which supervisors can establish themselves as effective in their role.

Appendices

Activity 1: Organisational Advocacy

This activity requires the supervisor to take a step back from the day-to-day practice of case related supervision. Looking across the team for which you are responsible, bring to mind an issue or a concern that you are currently grappling with that relates in some way to your supervisees, their clients or the organisation. You might consider issues of policy or procedure that have had unanticipated consequences in implementation. Alternatively, there may be workforce issues that require some dedicated data analysis.

Having identified the issue, what specific data do you require to deepen your understanding of the issue and its implications? How will you collect this information? Over what period of time? Do you require any permission or approval to collect the data? How will it be analysed?

After gathering and analysing your data, what recommendations for change would you make? Are your recommendations realistic and achievable? How will you communicate the recommendations, and will you communicate them as an individual or team member?

Finally, identify stakeholders and aspects of your organisational culture that may help or hinder the implementation of your recommendations. Who do you need to bring on board? Are you able to implement the change yourself or do you need to develop an “authorising environment” within the organisation?

At the end of this activity, reflect on what aspects of this advocacy work you might realistically implement.

Activity 2: Community Development Action Planning

This community development activity invites supervisors and teams to work together to find creative ways to promote child protection practice.

In consultation with your team, reflect on the local community’s understanding of child abuse and the myths or misunderstandings that are prevalent. What evidence is available to support these reflections? Identify one belief or issue that you would like to address.

Working with your team, invite supervisees to bring “fresh eyes” to the issue by coming up with 3–4 possible solutions. Encourage lateral thinking and creative responses. Review the possible solutions and chose one to be refined and further developed.

As supervisor, develop an action plan to take this solution forward. How might you take responsibility for its implementation while empowering others to contribute?