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.

1. PLANNING &
IMPLEMENTING AN
ELECTION CAMPAIGN
Firsthand experience from
a MP Candidate with a
PMP

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

5. IDENTIFICATION
OF AN INTERVENTION FOR
CHANGE

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

8. ELECTION CAMPAIGN GOVERNANCE
STRUCTURE AND STREAMS

9. “whoever fights monsters
should see to that in the
process he does not
become a monster”
Nietzche

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

11. INITIATION OF KELNA
BEIRUT

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

13. PLANNING
FOR THE UNKNOWN

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!

15. CAMPAIGN TIMELINE

16. EXECUTION & MONITORING
FOR A FLUID CAMPAIGN

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

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

21. DESPITE
ALL,
WE STILL
DID
GREAT!

22. CLOSING WITH FUTURE
INITIATIVES IN MIND

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

27. “first they ignore you,
then they laugh at you,
then they fight you,
then you win."
Mahatma Gandhi