PENA, Clyde Ian Brett C.

BAC 518 BBL

07/07/2016

Good Governance Advocacy

Good governance is about the processes for making and implementing decisions. Its not
about making correct decisions, but about the best possible process for making those
decisions.
Good decision-making processes, and therefore good governance, share several
characteristics. All have a positive effect on various aspects of the management and
those charged with governance including consultation policies and practices, meeting
procedures, service quality protocols, management conduct, role clarification and good
working relationships.
Accountability is a fundamental requirement of good governance. Management and
those charged with governance has an obligation to report, explain and be answerable
for the consequences of decisions it has made on behalf of the entity it represents.
Transparency means that people should be able to follow and understand the decisionmaking process. This means that they will be able to clearly see how and why a decision
was made what information, advice and consultation the management considered,
and which legislative requirements (when relevant) the management followed.
Compliance to laws means that decisions are consistent with relevant legislation or
common law. Responsiveness indicates that an entity as a whole should always try to
serve the needs of the entire community while balancing competing interests in a timely,
appropriate and responsive manner. Equitability means that an organizations wellbeing results from all of its members feeling their interests have been considered by the
management in the decision-making process. This means that all groups, particularly
the most vulnerable, should have opportunities to participate in the process.
Effective and Efficient governance means that management should implement decisions
and follow processes that make the best use of the available people, resources and time
to ensure the best possible results for their community. Participatory governance means
that anyone affected by or interested in a decision should have the opportunity to
participate in the process for making that decision. This can happen in several ways
employees and staff may be provided with information, asked for their opinion, given
the opportunity to make recommendations or, in some cases, be part of the actual
decision-making process.
The management has an important role advocating on a broad range of issues on behalf
of their organization.

PENA, Clyde Ian Brett C.

BAC 518 BBL

07/07/2016

Advocacy is about amplifying the voices of the people we serve through ensuring that
they have the skills, resources and opportunities they need to make meaningful
contributions to the firm. Through this process we aim to assist those we serve in their
efforts to influence structures, policies, actions, values and attitudes to achieve positive
change.
An entitys programs should work in communities to catalyze change towards more
secure, productive and just conditions for those we serve. With this is mind, there are
several main reasons to integrate advocacy activities into program design from the
outset:
To increase the effectiveness and impact of programs;
To ensure that effective programs create the kind of enabling environment that allows
them to be scaled up; and
To demonstrate to potential investors how we will leverage their contributions to
catalyze broader, more sustainable changes.
We have all seen examples of well-designed programs that fail because the laws,
policies, customs, practices or traditions undermine program goals. We have all seen
examples of programs with great impact that cannot be brought to scale because they
depend upon the good will and personal commitment of a few partners in local
governments, but do not have the support of national government officials. If we are not
able to create lasting changes in institutions, relationships and operating practices, then
we risk losing the positive impacts of projects after they end. Local people need changes
to their policy environments if they are to be empowered and enabled to continue the
work of our programs after we are gone.
Good messages advocate for specific changes in policies, structures or practices, and are
able to demonstrate why the specific change being proposed will lead to better results.
They are directed at officials, individuals or groups who have the power to influence
institutional change.
Good advocacy messages targeting the general public coax people to take action to be
the change they wish to see! They challenge people to consider and change their
attitudes and behavior. To be successful, these kinds of messages should provide clear
direction and make a compelling emotional appeal.