This document outlines the planning and implementation of an election campaign by an anti-establishment group in Lebanon. It discusses identifying the need for political change through democratic elections rather than revolution. The group, Kelna Beirut, initiated their campaign by forming a core team, scouting candidates, and securing initial funding. They faced challenges in planning due to uncertainties, such as fluctuating resources and a volatile political landscape. Execution required flexibility to adapt to unforeseen issues around fundraising, candidate recruitment, and media coverage. Lessons learned include the importance of project management principles for efficiency when resources are limited, and treating political change as a long-term process.
2. PRESENTATION OUTLINE
1. From PMing to Political Activism
2. IDENTIFICATION of Change Intervention
3. INITIATION of Kelna Beirut
4. PLANNING for the unknown
5. EXECUTING & MONITORING for a fluid campaign
6. CLOSING with future initiatives in mind
3. FROM PM-ING TO POLITICAL
ACTIVISM
Early interests in public good
Disappointments in political parties
Building a professional background
Quitting corporate life
Beirut Madinati opportunity and
success
Developing political interest and
growing responsibility
4. “there comes a time when
one must take a position that
is neither safe, nor politic,
nor popular, but he must take
it because his conscience
tells him it is right… ”
Martin Luther King
6. WHY PARLIAMENTARY ELECTIONS AS
A TOOL FOR POLITICAL CHANGE?
Revolutions do not lead to sustainable change
Change needs to be through the democratic
process
Process is as important as the results
Demonstrate our values
Gaining experience
Anti-establishment groups need to be
competitive
Direct contact with our constituencies
7. WHAT IS AN ELECTION CAMPAIGN
MADE OF ?
How do political parties organize their campaigns?
Political Identity and discourse
Alliances
Communication and Media
Party’s network activation
Electoral Machine
E-Day operations
10. HOW DIFFERENT IS AN ANTI-
ESTABLISHMENT ELECTION CAMPAIGN
FROM ANY TYPICAL PROJECT
Very strict ethical standard!
It is an uncharted waters
This project is not a standalone project or within a protected environment
Political landscape is very volatile
Timeframe is strict and nonnegotiable
Diverse and acute risks
Financial and Human Resource fluctuation
Very diverse stakeholders
The campaign needs to be highly flexible and responsive
12. HOW DID WE INITIATE
KELNA BEIRUT?
Ensure political capital available
Political Identity set and clear internally
Political goals identified and agreed upon
Founders/ Core team
Candidates scouting
Identify stakeholders/ Sponsors
Securing the Seed fund
Basic logistics
14. PLANNING AND CHALLENGES OF
IMPLEMENTATION
Political Program
Planning for Votes
Planning for budget and funding
Planning for E-Day
Planning for Communication & Media
Identifying Risks and planning for the response
Planning for volunteers
Stakeholder management
milestones: Announcing campaign, announcing list, E-Day
Planning Challenges: None!
17. DID IT TO GO AS PLANNED?
Assumptions made
Funding
Candidates
Volunteers
Team
The Electoral Law
Percentage executed of plan
Managing the process
Challenges of implementation
18. CHALLENGES OF EXECUTION
Forming a Strong Candidates List
No independent leadership ready
Competition
Lack of common values in
available candidates
Raising Funds
Lack of trust in independents in
genera
lOnline donation platform
E-Day!
Communication & Media: creating the alternative
No Media coverage
Social Media as an alternative and its limitations
Door to Door campaigning
Political/ Media Stunts
19.
20. CHALLENGES OF EXECUTION
Stakeholder Management
External Stakeholders
(donors, online supporters, local figures, political allies …etc )
• Everyone is a stakeholder!
• Constant maintenance
• Constant informing and updating
Internal Stakeholder
• Candidates
• Volunteers
• Founders
• Management streams
23. HOW TO CLOSE A CAMPAIGN?
First, get enough sleep!
Pay the remaining amounts!
Data gathering and archiving
Analysis of votes
Conduct a study on voters’ behavior
Collecting intelligence information
Lessons learnt (Internal discussion)
“Thank you” to our supporters
24. WHAT WE LEARN FROM POLITICS
FOR OUR ORDINARY PROJECTS
The context of a political project differs from regular projects. Political projects
are faced with fierce competition as well as many intervention attempts from
opponents. The project is not within a protected environment, the PM needs to
protect your project.
A very fluid context requires a very responsive style of project management.
25. WHAT CAN PROJECT MANAGEMENT
BRING INTO POLITICS IN OUR COUNTRY
The limited resources anti-establishment groups have dictates very efficient and
focused interventions.
Project Management is the tool that many political activists lack in their battle for
change.
Change is not a milestone, it is a long process in which project management has
a role to demonstrate in professional ethics and efficiency
26.
27. “first they ignore you,
then they laugh at you,
then they fight you,
then you win."
Mahatma Gandhi