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1. Goals: 1. Long-term: Major changes you eventually hope to win and toward which the campaign is a first step.2. Intermediate Campaign/Issue Goals: Main goals you hope to win in this campaign. Should alter the
relations of power and win improvements in people’s lives. 3. Short-term Campaign/Issue Goals: Specific, incremental victories/steps that allow you to attract
supporters, motivate your membership, make your target take you seriously, and weaken the opposition.
2. Target/Decision-Maker: The person and/or body who has the power to make the decision and/or take the action, i.e. give you what you want.
3. Power Analysis: An analysis of the various forces exercising influence over the decision-maker and where they line up with respect to your goals, including constituents, allies, and opponents.
4. Campaign Strategy: The overall approach to building and exercising the power to compel the target to accept your demands.
5. Tactics: Steps in carrying out your campaign strategy. Specific things constituents and allies do to make targets feel their power to give them goals. Target should not want it done and will make concessions to stop the pressure.
6. Organizational Considerations: Resources your group will put into the campaign, organizational gains you want to come out of the campaign, and internal problems requiring solution.
7. Time Frame: The time period from the beginning of the campaign to the end.
8. Tactical Plan: A timeline of key campaign tactics, major activities, and/or events.
OVERALL GOALS OF DREAMWORKS CAMPAIGN1. Get YCME/Jobs Programs funded to address a real need2. Set precedent in Corps giving back in return for subsidies3. Set precedent on how regional policies should be done
“TRICKLE DOWN” AGENDA:1. $90 million-plus in Subsidies as business incentives2. “Token” resources given to communities in need
Competing Agendas
RW CD9
RG CD6
JG CD13 MRT CD8MH CD1
RA CD7
RA CD14
MF CD5CM CD11
HB CD12
JF CD4
RS CD15
NH CD10
JW CD2
LC CD3
Playa Vista Developers
Dreamworks SKG
Decision Makers
Metropolitan
Alliance
Key Constituencies:• CBO’s in Communities of Color• Churches/Community Dev. Corps• Citywide CBO’s• Labor Unions• Students & Youth
Organizing Core: The people who put the most hours in on a weekly basis.
Activists: People you can get to come to meetings or marches, make calls to targets, volunteer regularly, on a weekly or monthly basis, who identify with the organization.
Supporters: People who may donate or participate in an activity once every 6-12 months.
Periphery: People who take very little action but who may know and like your work.
Are our plans designed to increase the size of our base and move people into more active involvement?
•Most activists unconsciously think of people they want to organize as isolated individuals. In fact, most people who join political movements do so because someone in their everyday social networks encouraged them to do so. Effective recruitment identifies existing social networks, approaches people in their everyday life spaces, and focuses recruitment efforts on influential people within those networks.
•One reason we often don’t expand our ranks is because activists don’t consciously recruit people outside their own social circles. Mapping and recruiting from others’ social networks helps us avoid this problem.
Cutting Issue/Campaign in Dynamic & Compelling Way Issue/framing appeals to constituency’s self-interest, values, relationships, and vision Having/articulating Goals/Demands which have VALUE to constituency Using language and images target constituency understands and is moved by Building on “good sense” contradicting dominant ideology Campaign strategy/tactics that are within experience of your constituency and will allow you to win Convincing examples that organizing is effective approach to changing conditions Recruiting to an activity, not a meeting
Effectiveness of the Organizer
Effective credentialing Listens Language, appearance, etc. appropriate to
that constituency Inspires trust, confidence, sincerity, sense
of urgency, and excitement Dynamic presentation (delivery) Tailoring based on clues Effective crunch Rigorous follow-up Effective record-keeping
Contacting Sufficient Numbers of People (Critical Mass)
Regular, frequent, systematic, one-on-one contact
Contact strategies that match constituency Execution of tactics Concentrated efforts Campaign activities/materials that give
opportunities to raise group’s visibility Echo chamber in media
Tapping into existing social networks Accurate mapping of social networks and natural leaders Targeting of natural leaders
Modification of tool developed by Anthony Thigpenn, SCOPE
Assess leader’s level/strengths, what they want to get out of participation, make a plan to take them to the next level
Give measurable, specific assignments through which others can develop. A good assignment Meets the organization’s needs Stretches the person Is manageable for that person Brings satisfaction or reward
Provide systematic, formal training, using popular education as much as possible Agitate, inspire, show how the small task fits into the campaign, the whole
Provide experienced person to advise and help, if necessary
Follow up on assignments and hold people accountable. Raise expectations of themselves and what they can do. Push where necessary. Check-in regularly.