Designing campaigns to win & build power v7

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  • CLEAR VISION STRATEGY AND GOALS 1. Campaign Narrative - Values-based narrative, with stories, visuals, multimedia tools and context that connects local work to national effort, larger vision. 2. Strategic planning process - multiple step iterative strategic planning process to understand how campaign side leads group to decisions on how to win, how to understand power to win, campaign narrative, chapter engagement and structure we are building, 3. Clear DARCI and roles for strategy planning, decision making, drafting and finalizing of strategy plan and workplans to share with all stakeholders. 4. Strategy definition - compelling materials to demonstrate our strategies to transition off of coal to clean energy that are clear and well-articulated in terms of the decision makers, the strategic vehicle and the replacement options for jobs and energy. 5. Goal Setting Process - Set ambitious recruiting goals for leaders, supporters that specifically relates to power we need to win on a particular campaign.
  • CLEAR VISION STRATEGY AND GOALS 1. Campaign Narrative - Values-based narrative, with stories, visuals, multimedia tools and context that connects local work to national effort, larger vision. 2. Strategic planning process - multiple step iterative strategic planning process to understand how campaign side leads group to decisions on how to win, how to understand power to win, campaign narrative, chapter engagement and structure we are building, 3. Clear DARCI and roles for strategy planning, decision making, drafting and finalizing of strategy plan and workplans to share with all stakeholders. 4. Strategy definition - compelling materials to demonstrate our strategies to transition off of coal to clean energy that are clear and well-articulated in terms of the decision makers, the strategic vehicle and the replacement options for jobs and energy. 5. Goal Setting Process - Set ambitious recruiting goals for leaders, supporters that specifically relates to power we need to win on a particular campaign.
  • CLEAR VISION STRATEGY AND GOALS 1. Campaign Narrative - Values-based narrative, with stories, visuals, multimedia tools and context that connects local work to national effort, larger vision. 2. Strategic planning process - multiple step iterative strategic planning process to understand how campaign side leads group to decisions on how to win, how to understand power to win, campaign narrative, chapter engagement and structure we are building, 3. Clear DARCI and roles for strategy planning, decision making, drafting and finalizing of strategy plan and workplans to share with all stakeholders. 4. Strategy definition - compelling materials to demonstrate our strategies to transition off of coal to clean energy that are clear and well-articulated in terms of the decision makers, the strategic vehicle and the replacement options for jobs and energy. 5. Goal Setting Process - Set ambitious recruiting goals for leaders, supporters that specifically relates to power we need to win on a particular campaign.
  • CLEAR VISION STRATEGY AND GOALS 1. Campaign Narrative - Values-based narrative, with stories, visuals, multimedia tools and context that connects local work to national effort, larger vision. 2. Strategic planning process - multiple step iterative strategic planning process to understand how campaign side leads group to decisions on how to win, how to understand power to win, campaign narrative, chapter engagement and structure we are building, 3. Clear DARCI and roles for strategy planning, decision making, drafting and finalizing of strategy plan and workplans to share with all stakeholders. 4. Strategy definition - compelling materials to demonstrate our strategies to transition off of coal to clean energy that are clear and well-articulated in terms of the decision makers, the strategic vehicle and the replacement options for jobs and energy. 5. Goal Setting Process - Set ambitious recruiting goals for leaders, supporters that specifically relates to power we need to win on a particular campaign.
  • CLEAR VISION STRATEGY AND GOALS 1. Campaign Narrative - Values-based narrative, with stories, visuals, multimedia tools and context that connects local work to national effort, larger vision. 2. Strategic planning process - multiple step iterative strategic planning process to understand how campaign side leads group to decisions on how to win, how to understand power to win, campaign narrative, chapter engagement and structure we are building, 3. Clear DARCI and roles for strategy planning, decision making, drafting and finalizing of strategy plan and workplans to share with all stakeholders. 4. Strategy definition - compelling materials to demonstrate our strategies to transition off of coal to clean energy that are clear and well-articulated in terms of the decision makers, the strategic vehicle and the replacement options for jobs and energy. 5. Goal Setting Process - Set ambitious recruiting goals for leaders, supporters that specifically relates to power we need to win on a particular campaign.
  • Campaigns to Win and Build Power require us to think about strategy with two things in mind. Identify the right strategic approach to pressure the target – what venues, approaches will work? Identify whether we have the power necessary to influence the target and outweigh our opponents efforts to influence the target? How will we have more power than coal industry, allies of coal industry. Develop theory about what kind of demonstration of power will make an impact.
  • Strategy is always evolving and power is built in phases. You need to spend time mobilizing resources to deploy them in pressure building tactics and your pressure building tactics help you to gain visibility to help you mobilize additional resources. As you carry out your tactics – you can test your theories about whether you have enough power and strategize how to mobilize additional resources. BUILD POWER Identify leaders and supporters for your campaign using base building tactics that pressure target. (Petitions, Pledges, 1:1 meetings, house meetings) USE POWER Engage leaders and supporters in pressure tactics on decision maker (Lobby visits, rallies, town hall meetings, accountability sessions, boycotts)
  • As you engage the community in the campaign, there are five elements of campaign work that help to identify and build leaders, activists and an online network of supporters.
  • First principle of movement building campaign effort to develop leadership is to focus on leaders who are able to demonstrate a certain type of leadership in relationship to people. Leadership is a practice, not a position. It happens when we invite others to join us. What do we mean by “enabling?”
  • The leadership structure that we are trying to build is about leaders who work others in an interdependent way with autonomous decision making power over their work. Leaders are not in the middle of the work, nor is the work completely decentralized. The work is coordinated and lead by a single leader who relies on the others in the team – who have taken on leadership roles to coordinate portions of the work of the team.
  • What is different about the approach? Add stories to our facts to engage both the head and the heart. We know that these two ways of engaging are what create motivation.
  • We engage people in the community by looking to build relationships and commitment to each other and a shared purpose rather than a single focus on a task and an ask that must be repeated and which puts the organizer always in the middle.
  • We build relationships in an exponential way – engaging our leaders in engaging others with training and support.
  • We review the strategy and power we are trying to build and organize people into teams with responsibility for a clear set of goals relative to engaging others, building power and pressuring the target.
  • A note on teams and strategy. Teams: Examples from history: Cesar Chavez’s first campaign organizing farmworkers, with CSO in Oxnard, CA, 1958-59 (“Conquering Goliath” by Fred Ross) – where he learned the skills and strategies to organize the Farmworker Movement – he had a team. The Employment Committee. There was Mejia, Campos, Chavira, Carmen Ortega – they all strategized together (provide more detail on each and their unique contributions). In fact, Cesar himself had no idea of the problem until the workers got on his case about it. They knew the issue of their own unemployment; he was learning how to organize them. British Abolitionists: May 22, 1787 a team of 12 first meets in James Phillips’ book store – 9 Quakers, 3 Anglicans, including Thomas Clarkson and Granville Sharp. Later joined by Olaudah Equiano. Thomas Clarkson was the organizer – he spent months at a time on horseback, going from city to city stopping people in the street to talk with them about the slave trade, in search of sympathizers and people with first-hand experience who could testify. (“Bury the Chains” by Adam Hochschild) PowerShift? Example of the power of the snowflake to reach scale
  • Teams: Examples from history: Cesar Chavez’s first campaign organizing farmworkers – where he learned the skills and strategies to organize the Farmworker Movement – he had a team. The Employment Committee. There was Mejia, Campos, Chavira, Carmen Ortega – they all strategized together (provide more detail on each and their unique contributions). In fact, Cesar himself had no idea of the problem until the workers got on his case about it. They knew the issue of their own unemployment; he was learning how to organize them. Abolitionists: Quakers, Equiano, Thomas – rode around England interviewing people.
  • Teams: Examples from history: Cesar Chavez’s first campaign organizing farmworkers – where he learned the skills and strategies to organize the Farmworker Movement – he had a team. The Employment Committee. There was Mejia, Campos, Chavira, Carmen Ortega – they all strategized together (provide more detail on each and their unique contributions). In fact, Cesar himself had no idea of the problem until the workers got on his case about it. They knew the issue of their own unemployment; he was learning how to organize them. Abolitionists: Quakers, Equiano, Thomas – rode around England interviewing people.
  • photo of 1 person acting vs. group of people acting together
  • Designing campaigns to win & build power v7

    1. 1. Building A Campaign to Win, Build Power, Engage People in a Movement 1. PUT IN PLACE STRATEGIC PLANNING PROCESSES - CLEAR VISION NARRATIVE, STRATEGY AND GOALS 2. DESIGN SERIES OF ESCALATING TACTICS TO PRESSURE TARGET, BUILD POWER 3. CREATE INTERNAL COORDINATION & TRACKING PROGRESS
    2. 2. Building A Campaign to Win & Use Power PUT IN PLACE STRATEGIC PLANNING PROCESSES - CLEAR VISION STRATEGY AND GOALS Campaign Narrative - Values-based narrative, with stories, visuals, multimedia tools and context that connects local work to national effort, larger vision and long-term plan for change in America. Strategic planning process - multiple step iterative strategic planning process by campaign side to engage team in decisions on how to win, how to understand power to win, articulate campaign narrative, chapter engagement and structure we are building. Clear DARCI and roles for strategy planning, decision making, drafting and finalizing of strategic plan and work plans to share with all stakeholders. Clear DARCI for implementation on the ground and for check-ins. Strategy definition - compelling materials to demonstrate our strategies that are clear and well-articulated in terms of the decision makers, the strategic vehicle and the replacement options for jobs and energy. Goal Setting Process - Set ambitious recruiting goals for leaders, supporters that specifically relates to power we need to win on a particular campaign.
    3. 3. Building A Campaign to Win & Use Power IMPLEMENT TACTICS TO BUILD POWER, PRESSURE TARGET Design Engagement Tactics and Timeline that are strategic, achieve power building goals and use existing c3 dollars and C4 dollars wisely to target decision maker and engage large numbers of people in a way that escalates pressure and exponentially builds leadership. Base-Building Planning and Work - to launch or ramp up campaigns that immediately begin to build exponentially to bring in new people into the Sierra Club to ensure that a large new and sustainable pool of leaders are able to take on work of the campaign. Diversity - work is informed by a community mapping process to understand who the constituency is for a solution and organizing focuses on identifying and engaging a broad spectrum of those people as leaders and supporters of the campaign. Partner with Others based on Environmental Justice Principles - to ensure that we work with existing community groups and frontline leaders as an effective ally to coordinate the best use of our mutual resources to solve a shared problem. Grasstops – relationships with Grasstops leaders are developed with the following criteria in mind – a) ability to pressure decision maker b) it serves as an unusual partnership and c) ability to engage their fellow leaders and community members in the work of the campaign – have their own active constituency. Campaign Team Structure connected to existing Chapter and Group resources on the ground – work is informed by the existing chapter and group leadership structure and efforts are made to communicate, coordinate and develop shared leadership to implement campaign work.
    4. 4. Building A Campaign to Win & Use Power BUILD CAMPAIGN MEGAPHONE – CONTROL THE STORY Research and Analysis – to create compelling video, fact-sheets based on research and data that demonstrate the problem and the solution in a way that could be understood by a non-policy expert. Personal Campaign Communications – support to identify and train campaign leaders that are charismatic and willing to communicate in a personal way with others through various media outlets, using values-based language in addition to presenting fact-based arguments. Campaign supporters know and identify with this person/persons. Can be organizer but better if community leader. Visibility and Recruiting Materials - for leaders to use to recruit others in their community to take part in the work as well as support development of local spokespeople, people connect their story to our campaign narrative. Online outreach arc that builds on communications work and organizing tactics to bring people via online actions, mobilize them to attend base-building tactic events, and continuously moves people into the prospect pool of supporters and leaders. Social Media - to build the campaign news channel and make narrate the story - through micro-campaign websites, Facebook, other social media tools that drives the story and communicates campaign narrative as well as supports organizing. Traditional Media – to reach out to existing news outlets to publicize efforts on tactics to pressure target and to engage in the work of the campaign.
    5. 5. Building A Campaign to Win & Use Power USE GOAL SETTING, COORDINATION & TRACKING PROCESSES Budget, staff resources – people and time needed to build base to work from for first phase. Goals, metrics for base building tracking and set clear expectations for organizers time during base-building phase. On-going Commitment to the data cycle of goal and metric setting, reporting, evaluation and adjustment with key findings and recommendations reported out to the broader organization as necessary. Create online coordination, communication and goal setting tools for volunteers to be able to stay connected to the campaign, access information, materials & learn from each other. Create culture of commitment - Leaders are asked to make commitments to contribute specific time and effort to the campaign in exchange for support and follow-up contacts with organizers or other volunteer leaders. Celebrations built in along the way!
    6. 6. The New Organizing Model   New Current STORY Campaign narrative and personal stories based on values In addition to our current messaging approach. RELATIONSHIPS Relationships - Commitment - Accountability One time tasks - asks - commitment to issue, not people STRUCTURE Structure - related to strategy, people working together over time to build power in community, responsibility entrusted to leaders who grow in skills over time. Static structure, insignificant work, relationships all focused on organizer STRATEGY Strategy - win, demonstrate power, increase capacity over time Win - little visibility or power demonstrated - not as much capacity is built. MEASURABLE ACTION Measurable Action - related to specific goals of campaign. General, not strategic or targeted
    7. 7. Campaigns to Win – Build Power
    8. 8. Testing Your Strategy & Power
    9. 9. Five Practices of a Movement-Building Organizing Campaign
    10. 12. Story – Focus on Values <ul><li>Practices of Story: </li></ul><ul><li>Leaders learn to tell their own public narrative and coach others to tell their stories. </li></ul><ul><li>Leaders tell stories to motivate others – in one-to-one meetings, during team meetings, at presentations – everywhere! </li></ul>and
    11. 13. Relationships – Commitment <ul><li>Practices: </li></ul><ul><li>One-to-one Meetings </li></ul><ul><li>House Meetings </li></ul><ul><li>Organizational Meetings </li></ul><ul><li>Team Meetings </li></ul>
    12. 15. Structure – Clear & Growing <ul><li>Practices: </li></ul><ul><li>Relationships organized into Teams </li></ul><ul><li>Clear Roles </li></ul><ul><li>Team Norms </li></ul><ul><li>Individuals learn and grow over time </li></ul><ul><li>Learners become teachers </li></ul>
    13. 16. Leadership Teams
    14. 17. Strategy – For People & Power <ul><li>Win real, immediate and concrete improvements in people’s lives </li></ul><ul><li>Realign power relationships by building a strong and effective organization </li></ul><ul><li>  </li></ul><ul><li>Empower People to Become Active and Effective Leaders in the Political Process and in their Communities. </li></ul>
    15. 18. Strategizing – With People <ul><li>Strategy derives from the resources of the constituents, rather than from the power of the opponent. </li></ul><ul><li>Strategy decision making happens all the time, at all levels of the campaign organization. </li></ul><ul><li>Good strategizing happens when there is a clear decision-making process. </li></ul>
    16. 19. Measurable Action - Tactics <ul><li>Practices: </li></ul><ul><li>We constantly measure our progress – report and evaluate how we are doing so that we can improve and grow. </li></ul>

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