Bridging gaps or ‘a bridge too far’? The management of advocacy within service providing NGOs in the UK

The increased involvement of NGOs in advocacy has resulted in changes to organisational structure and strategies, with implications for internal and external relationships. This study explores the research literature on NGO growth, the emergence of different organisational forms for advocacy and collective action, and organisational change. In doing so, it seeks a better understanding of the issues faced by service providing NGOs based in the UK, that are engaged in advocacy work. The emphasis is on the organisational consequences of giving advocacy a more prominent role. Advocacy management differs from the management of the primary service providing function and the implications warrant more consideration. A structural approach facilitates consideration of how the integration of an expanding advocacy function could strengthen organisational links. A survey involving seventeen NGOs is a first step, and enables some initial observations concerning appropriate organisational structure and strategies for managing the advocacy function of service providing NGOs.