Date post: | 19-May-2015 |
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Economy & Finance |
Upload: | rebecca-wilson |
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“Advanced” Campaign Strategy
Who am I?
Who are you?
Strategy is turning the resources you have into the power you need to
win the change you want.
Strategy is a verb. No really.
Strategy: Don’t do it alone.
Your “strategic capacity” is measured by the diversity of the experience of the people
who help make it.
Strategy Case Studies Change.org: Boy Scouts of America Campaign(s) GetUp!: Mental Health
Broad brush strategy
Operational considerations
(eg SWOT)
Critical path analysis
Forcefield analysis
Tactics, tactics criteria
Campaign focus and
scope
Cutting the issue
Situational analysis
(eg STEEPLI)
Big picture political analysis
Theories & mechanisms of
change (eg MAP)Power mapping: targets, allies,
opponents, constituents
Campaign goals
Program logic, success
indicators
SMART objectives
Feedback mechanisms
Evaluation
Alliance building, coalitions,
partnerships
Messages & memes
Framing
Detailed strategy
Campaign communication
elements of strategy
Timeline and budget
Roles and responsibilities
The Change Agency specialises in designing and facilitating campaign strategy workshops. Our Strategising for Change resources can be downloaded from http://www.thechangeagency.org/01_cms/details.asp?ID=57
Some Strategy Tools • Cutting the Issue • Goals | Critical Path | Theory of Change
• Power Mapping | Force Fields • Message Boxing • Strategy Planning Grids • Data and Measurement
Cutting The Issue • Consider how to cut this bigger
problem into smaller issues that have traction with (or appeal to) different targets, community groups and other audiences.
• What are some ways that people interpret, respond to or campaign around the problem?
Cutting The Issue • Consider how to cut this bigger
problem into smaller issues that have traction with (or appeal to) different targets, community groups and other audiences.
• What are some ways that people interpret, respond to or campaign around the problem?
Campaign Goals • SMART – what does a smart goal
look like in a campaign context • Alinksy Paradox • One decision, one decision
maker • Campaign goals are wins on the
way to your vision.
Power Mapping • Who can make the decision that
would win the change you want? • Where do they stand? • Who influences that person?
Where do they stand? • Who else cares? Where do they
stand?
More power / influence
More Opposed
More Supportive
More Powerful | Influential
Less Powerful | Influential
Message Boxes • One way to think about key
messages for your campaign • Draw four boxes and fill them up
in this order: 1. Them on Them 2. Them on Us 3. Us on Them 4. Us on Us
Them on Them
Them on Us Us on Them
Us on Us
GRAND STRATEGYPICKING A
CAMPAIGN
CAMPAIGN
GOALS &
OBJECTIVES
ORG.
CONSIDERATIONS /
GOALS
CONSTITUENTS
AND ALLIES
OPPONENTS
AND
OBSTACLES
TARGETSCAMPAIGN
MESSAGETACTICS Time-Line
1. Describe the key,over-archingproblem
2. Long-term goal(10 years)
3. Platform: list thecore principles thatdefine any solutionyou will seek.
4. Background ofissue: votes,corporate stances,previous work onissue
5. Lay of the land ofpolitical power
6. Solution: define
the specificapproachnecessary tosolving theapproach
6. Avenues ofInfluence: Potentialsources of victory
A) LegislationB) LitigationC) CorporationsD) Persuasion
7. Critical Pathway
1. Opportunitiesdue to shifts inpower:
When targets arevulnerable (eg.Scandal, weakeningperson or company,close elections),change of frame(eg. 9/11, oil,security), newpolitical alignment(eg. Ross Perot’sgroup on trade,Right/left allianceon oil)
2. Scale ofenvironmentalimpact3. Widely felt
4. Deeply felt5. Right size / real6. Fits niche7. Is appropriatelydivisive8. Is winnable9. Servesconstituency(geographic orpeople)10. Urgency11. Meets long-termorganisational goals12. It fits in thecritical pathway13. Does it alterpower?
1. Reiterate long-term goals fromyour grandstrategy
2. Intermediategoals notnecessarilycovered in thiscampaign
3. Short termobjectives: Whatconstitutes victoryfor this campaign?How does thishelp you addressintermediate andlong-termobjectives?
Make them
SMART:
• Strategic• Measurable• Achievable• Realistic• Timeline
1. Does thiscampaign fit withinyour corecompetencies?2. List resources thatyou bring to thecampaign (i.e.money, # of staff,facilities, reputation,skills, relationships)3. What is the budgetfor the campaign?4. What do you needthat you don’t have towin?5. How can thiscampaign build yourorganisation towardsyour long-termorganisational goals?
Could be:
*Access to newsources of money*Build relationshipswith key playersthroughout country*Access to newreporters*Build newconstituencies*Compliment othercampaign efforts
5. What internalproblems must beaddressed in order toachieve victory?
1. Constituents:Who can youmobilise on thisissue? Who caresabout it?
*Who cares?*Who must dealw/problem?*What do theyachieve fromvictory?*What risks are theytaking by joiningyou?*What power dothey have overwho?
2. Allies*What are yourallies’ “bottom-
lines”?*How will you usecampaign to movethem in the rightdirection?*What resourcescan they bring?*What are yourallies doing now?
Who new can bebrought in?
*What does yourvictory costthem?*What will theydo/spend tooppose you?*How will theyrespond?*How strong arethey?*What will theysupport underwhatcircumstances?
ExternalObstacles:*Legal issues orthreats*Perception oforganisation*Others…
1. Choose a person(or a set of people),not an institution
Who has the powerto give you victory?What power do youhave over target?What power canyou obtain duringcampaign?
2. Power map target
What/whoinfluences thisperson? What levelof influence dothese individuals/institutions haveover your target?Consider your
relationships withthose who influencetarget. Consideryour opponents’access andinfluence.
If you can’t get tothe primary targetbut you can get to asecondary targetwho has power overthe primary thenpower map thesecondary target.
1. Message. What isthe one concise andcompelling phraseyou will repeatthroughout yourcampaign? Whatare the concisesupportingarguments for yourmessage?
2. Story. What is thestory that willconvey the issue toyour targets? Whoare the victims,villains and heroes?How does yourcampaign solvethis?
3. Does this
message motivateyour constituencies,allies and targets?
Framing – is yourmessage vulnerableto reframing?
Target audiences
Full messagedevelopment planhere – messagebox, etc…
Tactics are what you do toyour targets to get yourgoals
1.Consider targets, thenconsider yourconstituencies and allies.What tactics best useallies’ power in order toinfluence targets?
Tactics should be:A. In context ofcampaign/messageB. Flexible and creativeC. Directed at targetD. Within the experienceof participants andconstituents but outsideexperience of the targetsE. Backed up by a specificform of power
F. FUN!G. Inspirational to peopleviewingH. If people participating,is it efficiently replicated inkey areas?
Demands are tactical
Tactics can include:• Media Events• Direct actions• Direct communications• Public hearings• Strikes• Demos• Petitions• Boycotts• Elections• Lobbying• Press releases
Media planChart for picking,prioritising tactics
EscalatingTactics
Fixed dates andtimes
Account foroutside events,press hooks,sharedresources,contingencyplanning
Planning
Make plans foreach section ofcampaign(media,campaign,outreach,
research,actions,lobbying, etc…)and overlaythem to ensurethat it can all bedone
Plan backwards
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A quick note on Tactics • You’re stuck in a room • How to think of them (I use
power maps and Alinksy. Plus did you see the climate elephant?)
• Value and Effort
(1) Power is not only what you have but what your enemy thinks you have.
(2) Never go outside the experience
of your people. (3) Wherever possible go outside
the experience of the enemy.
(4) Make your enemies live up to their own book of rules.
(5) Ridicule is your most potent
weapon. (6) A good tactic is one that your
people enjoy.
(7) A tactic that drags on too long becomes a
drag. (8) Keep the pressure on. (9) The threat is usually more terrifying than
the thing itself. (10) The major premise for tactics is the
development of operations that will maintain a constant pressure on the opposition.
(11) If you push a negative hard and
deep enough it will break through to its counterside.
(12) The price of a successful attack
is a constructive alternative. (13) Pick the target, freeze it,
personalize it, polarize it.
Resources (for these slides and for you) • Saul Alinsky: Rules for Radicals • Marshall Ganz: Why David Sometimes
Wins • David Plouffe: The Audacity to Win • NewOrganizing.com • The Change Agency (James Whelan) • There’s an amazing book on the
Montgomery Bus Strike. • The Midwest Academy