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Campaign Planning by WILPF


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Campaign planning workshop for the Women's International League for Peace and Freedom (WILPF). Presented at the International Board meeting at Gujurat University, Ahmedabad, India on 5 January 2010

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Campaign Planning by WILPF

  1. 1. Campaign Planning in a Digital World <ul><li>Women’s International League for Peace and Freedom </li></ul><ul><li>International Board Meeting </li></ul><ul><li>Pia Johansson, Susi Snyder, & C.J. Minster </li></ul><ul><li>With help from Anjie Rosga </li></ul><ul><li>5 January 2010 </li></ul>
  2. 2. Agenda <ul><li>Examples </li></ul><ul><ul><li>IKFF Sweden </li></ul></ul><ul><ul><li>STAR Campaign </li></ul></ul><ul><li>Campaign & Communications Strategy </li></ul><ul><li>Interactive Group Activity: Beijing + 15 or NPT </li></ul><ul><ul><li>Small Group Activity </li></ul></ul><ul><ul><li>Report Out </li></ul></ul><ul><li>Workshop Feedback </li></ul>
  3. 3. Sweden
  4. 4. Sweden
  5. 5. What is a Campaign? <ul><li>Planned series of activities designed to create a specific outcome </li></ul><ul><li>Education can be an aspect of a campaign, but should not be the only purpose </li></ul><ul><li>A campaign has a definite start and end date </li></ul>
  6. 6. Education <ul><li>Preaching the gospel of social justice can: </li></ul><ul><ul><li>Increase membership base </li></ul></ul><ul><ul><li>Expand financial base </li></ul></ul><ul><ul><li>Enlighten fellow citizens </li></ul></ul>
  7. 7. The Limits of Education <ul><li>Knowing the exact ways the world is unjust can be overwhelming, leaving the student of world affairs feeling helpless </li></ul><ul><li>Spending all time and resources on educating people about problems leaves no time or resources for creating solutions </li></ul><ul><li>Outside of the university, education should be a tool used for creating change </li></ul>
  8. 8. The Truth Does Not Always Set You Free <ul><li>Many examples exist where the just position did not prevail in world affairs </li></ul><ul><li>We must continue to hold fast to our principles, but learn to bend ourselves to reach short term successes that can build towards our ultimate goals </li></ul>
  9. 9. Learning From Examples <ul><li>Saul Alinsky, founder of community organizing in the USA. See “Rules for Radicals” </li></ul><ul><li>Gandhi's principles of nonviolence </li></ul><ul><li>Effective modern NGOs </li></ul>
  10. 10. How We Are Different <ul><li>Membership-based </li></ul><ul><li>Very few professional positions </li></ul><ul><ul><li>Expect program and structure to arise from decisions of volunteers </li></ul></ul><ul><ul><li>In modern society, few middle-age women have time for this type of organizing (work and family obligations tend to come first). This may be the biggest age gap in WILPF: Women 30-50 years old </li></ul></ul>
  11. 11. Campaign Strategy Begins with Writing SMART Objectives <ul><li>SMART stands for: </li></ul><ul><ul><li>S pecific, </li></ul></ul><ul><ul><li>M easurable, </li></ul></ul><ul><ul><li>A chievable/Agreeable, </li></ul></ul><ul><ul><li>R ealistic/Relevant, </li></ul></ul><ul><ul><li>T imely. </li></ul></ul><ul><li>SMART description courtesy of the Oregon Department of Education, Healthy Kids Learn Better Institute. Available at: </li></ul>
  12. 12. Write SMART Objectives <ul><li>Don't try to use that order M-A/R-S-T is often the best way to write objectives. </li></ul><ul><li>Measurable is the most important consideration. </li></ul><ul><li>You will know that you've achieved your objective, because here is the evidence. </li></ul>
  13. 13. Measurable <ul><li>Does your object of interest measure up to your standard of acceptability. </li></ul><ul><li>Answer the phone quickly </li></ul><ul><li>vs. </li></ul><ul><li>Phone calls will be answered in three rings </li></ul>
  14. 14. Measurable <ul><li>Summary: Are there benchmarks that show progress towards the objective? </li></ul><ul><li>Example : Our objective is to get 200 new members this year. We got 35 in January. </li></ul>
  15. 15. Achievable <ul><li>Achievable is linked to measurable. Usually, there's no point in starting a job you know you can't finish, or one where you can't tell if/when you've finished it. </li></ul><ul><li>How can I decide if it's achievable? </li></ul><ul><li>- you know it's measurable </li></ul><ul><li>- others have done it successfully (before you, or somewhere else) </li></ul><ul><li>- it's theoretically possible (i.e. clearly not 'not achievable') </li></ul><ul><li>- you have the necessary resources, or at least a realistic chance of getting them </li></ul><ul><li>- you've assessed the limitations. </li></ul>
  16. 16. Achievable <ul><li>Summary: With a reasonable amount of effort and application can the objective be achieved? </li></ul>
  17. 17. Relevance <ul><li>This means two things; that the goal or target being set is something they can actually impact upon or change and secondly it is also important to the success of the project. </li></ul>
  18. 18. Realistic <ul><li>Can we make an impact on the situation? Do we have the necessary knowledge, authority and skills? </li></ul>
  19. 19. Specific <ul><li>You will know your objective is specific enough if: </li></ul><ul><ul><li>an observable action is linked to a number, rate, percentage or frequency </li></ul></ul><ul><ul><li>everyone who's involved knows that it includes them specifically </li></ul></ul><ul><ul><li>everyone involved can understand it </li></ul></ul><ul><ul><li>your objective is free from jargon </li></ul></ul><ul><ul><li>you've defined all your terms </li></ul></ul><ul><ul><li>you've used only appropriate language. </li></ul></ul>
  20. 20. Specificity <ul><li>Summary: Is there a description of a precise or specific behavior/outcome which is linked to a rate, number, percentage or frequency? </li></ul>
  21. 21. Time based <ul><li>In the objective somewhere there has to be a date </li></ul><ul><li>(Day/Month/Year) for when the task has to be started (if it's ongoing) and/or completed (if it's short term or project related). </li></ul><ul><li>Simply: No date = No good. </li></ul>
  22. 22. What's Needed for Change to Occur? <ul><li>What happens when pieces are missing? </li></ul>Vision Skills Incentives Resources Action Plan = Change Skills Incentives Resources Action Plan = Confusion Vision Incentives Resources Action Plan = Anxiety Vision Skills Resources Action Plan = Slow Change Vision Skills Incentives Action Plan = False Starts Vision Skills Incentives Resources = Frustration
  23. 23. Communication Strategy <ul><li>Determine your audience </li></ul><ul><li>Research modes of communication used by your audience </li></ul><ul><li>You may have more than one audience </li></ul><ul><ul><li>e.g. potential members can be found on social networking sites, blogosphere, etc. </li></ul></ul><ul><ul><li>e.g. government officials review the blogosphere, read newspaper op-eds, observe media (articles, t.v., web) </li></ul></ul>
  24. 24. Communications Tips <ul><li>Consistent images </li></ul><ul><ul><li>WILPF and WILPF logo displayed prominently on all material </li></ul></ul><ul><ul><li>Project logo design should incorporate WILPF logo and/or WILPF name </li></ul></ul><ul><li>Repeating information is useful </li></ul><ul><ul><li>Large supporter email lists should receive reminders of planned actions, not just one email </li></ul></ul>
  25. 25. Small Group Activity <ul><li>Groups of 5 or 6 </li></ul><ul><li>With the CSW coming up that will do the 15 year review of the Beijing declaration and Program for Action come up with a SMART plan </li></ul><ul><li>Then report back to the group </li></ul>