Month: January 2015

Overview to Campaign Development

 So you’re ready for some change?

What To Do Now?

 

If you have decided to develop an advocacy campaign, you might be wondering what happens next.  The tangible result of campaign development is the campaign plan, its product is the functional campaign itself, and its purpose is to reach the campaign goal.  The campaign plan is thus made up of sets of tactics arrayed on a timeline, directed by strategic objectives, advancing toward the campaign goal, coordinated and carried out by someone.

 

However, before the campaign plan can be crafted, the overall context it operates in must first be understood.  This is done with an initial assessment of the situation. Then, once the plan is crafted a campaign needs a structure—an entity of some sort that provides the strategic guidance and accountability—to see it through to its goal.

 

tac·tics  (tăk′tĭks) n. 

1.The study of the most effective ways of securing objectives set by strategy,

as in deploying and directing troops, ships, and aircraft against an enemy.

2.A procedure or set of maneuvers engaged in to achieve an end, an aim, or a goal.

 

The ‘ABCs’ of Campaign Development

A good campaign plan allows individual tactical timelines to be adjusted without jeopardizing the overall campaign goal.  It adapts to shifting situations but keeps everything on task, moving toward the strategic objective, which has the goal as its primary reference point.  From the campaign plan, team or individual work plans can then be derived.

 

“Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.”   Sun Tzu

 

One straightforward approach to campaign development takes it in three stages: assessment, building the plan, and how to coordinate the campaign-as-an-entity.

 

Assess

Before a campaign can be developed, an assessment is needed to determine some fundamentals: What exactly is the win? Who is the decision-maker?  What is the decision date? And lots of particulars: Who most influences the decider?  What does the campaign have and need?  Who is the opposition? Etc.

 

Different tools can help answer these questions.  Many people are familiar with the ‘SWOT’ analysis that analyzes a situation according to ‘strengths, weaknesses, opportunities and threats.’   The Advocacy Campaign workshops use a modified approach, one that considers four sets of forces or values that are in a dynamic relationship with their counterparts: Opportunities/Challenges, Calendar/Commitment, Allies/Antagonists, and Resources/Deficits.  Rather than being only oppositional as suggested by the traditional SWOT analysis, these relate to their counterparts in a more complex manner.  CalendarContext

 

For instance ‘Calendar/Commitment’ looks at the dynamic relationship between the anticipated campaign calendar, external calendars and events, and the level of public engagement–as attention, interest, and enthusiasm.  A dynamic relationship between the campaign calendar and the level of commitment it can generate can then be considered, which better allows tactics to be adapted and scheduled accordingly.

 

All this information can then be plotted in a strategic manner on an Asset Map and a Power Map, which show what a campaign has and has immediate access to as well as how it is connected, via relationships, to the decision-maker.  The Overview to Campaign Development workshop covers all these particulars about campaign assessment in detail.

 

Build  

The next stage is to build the campaign plan itself.  The information from the assessment is used to develop the ‘planks’ of the campaign plan—the campaign’s overall goal, its strategic objectives, and (initial) tactical outcomes.

 

The campaign goal is determined by answering the ‘What, Who and When’ question:  What is the preferred decision, who is the decision-maker, and when is the decision-date?

 

Determining what the main sets of tactics will be is one way to decide which strategies to use.  Many campaigns deploy ‘policy/legislative,’ ‘field,’ and ‘communication,’ strategies as broad-stroke ways of grouping their primary groups of tactics.

 

The objective for each strategy is then determined by considering where it needs to arrive at to do its part in compelling the decision-maker to make the correct decision by the decision-date.  The particulars of the plan are then derived from these sets of tactics, by anticipated outcomes grouped by date and strategy.

 

planexcerpt

At a minimum a plan needs to depict what the campaign goal is—including the decision, the decision-maker, and the decision-date; what the strategic objectives are; and, when major tactical outcomes are anticipated.

 

The campaign plan or the campaign structure itself (or both) also need to clearly specify who is responsible for achieving the major tactical outcomes as well as for individual task areas.

 

Coordinate

Campaign development starts with a good assessment of the situation and develops carefully considered tactics that are always informed by the clear direction of good strategic objectives. These, in turn, position the campaign to win the goal.  Campaign development finishes with setting up the campaign structure itself and its leadership, protocols and other systems that will allow it to implement the plan and win.

 

Following the system outlined in the Art of Advocacy the structure serves the campaign’s strategic roles primarily —both vision and action, exhibiting the qualities of perspective (strategic vision) and steadfastness (strategic action).  Some of the main responsibilities of the campaign-as-entity are strategic thinking, coalition coordination, and accountability.

 

The Overview to Campaign Development workshop teaches the tools for campaign assessment and the steps for building the campaign plan, the first two stages in the process above.  It is the second in a series that begins with ‘The Art of Advocacy.’  The final workshop is a hands on practicum developing a campaign plan by assessing the situation, building the planks of the campaign, and crafting a plan.

 

In addition to these workshops, and general grassroots consulting, Mountain West Strategies offers consultation to help set up a campaign structure.  Each campaign-as-entity is best suited to being individually tailored to the many particulars of campaign and participants.

 


Advocacy Campaign Workshops

This post is developed from background materials for a recently introduced series of workshops to teach theory, skills and techniques behind successful advocacy campaigns.

 

Current workshops being offered include:

 

For more information on workshops, contact Mountain West Strategies at 970-510-0678.

The Plight of Backwater County

Crafting the Winning Campaign

Sometimes we have to show up.  For whatever reasons, there we are facing the prospects of developing an advocacy campaign.  Where do we start?

valley.winter

 

In the three-part Advocacy Campaign workshop series, the Art of Advocacy starts with some ideas on what makes a successful campaign. Overview to Campaign Development  follows with basics of campaign development–including teaching tools for assessing the situation and the steps to building a campaign plan.

 

In the final workshop of the series, Crafting the Winning Campaign, participants get a hands on opportunity to go through the steps of developing a campaign, and learn along with other participants how the different tools and techniques work together,

 

And it all starts in a sleepy little backwater where not much ever happens.

Until it does:

 

The Plight of Backwater County

 

Backwater County is no longer the backwater it was.  Home to exurbanite refugees of varied demographics, Backwater struggles to balance haphazard rural development with changing land use demands and a growing population, currently about 35,000.  Recently BILGE, Inc. (a consortium of Big Oil) has proposed two fracking waste pits outside the sole municipality (Eddyville), adjacent to a popular public use area and the Backwater Creek Wildlife Refuge.

 

The three member county commission will vote in ten weeks to allow or deny this facility…

 

 

So begins the tale of Backwater County and the yet unresolved issue of waste water pits.

 

You have been asked to help lead a team of community members that wants to develop a campaign to stop the waste pits.  You soon learn more about the situation, and begin to consider how you might proceed.

 

Who are the commissioners?  Are they up for re-election?  Are there public meetings?  What media is in the county?  Are there other groups involved?

 

 

Participants in the Crafting the Winning Campaign workshop, the third in the Advocacy Campaign series, use the tools they have learned to assess the situation and build a campaign plan with goal, strategies and tactics. Using dynamic analysis that considers such things as opportunities and challenges, resources and deficits, and allies and antagonists, and strategic assessments like asset and power maps, workshop participants determine how to proceed to win the issue at hand, then develop the plan to do it.  All these tools, and the process to follow, are explained in detail in the Overview to Campaign Development workshop.

 

In a mixture of exercises in the whole group and in small teams, participants practice campaign assessment and then the fundamentals of building a campaign plan. Eventually with a campaign plan in hand, together the participants gauge whether the campaigns are a success or not.

 

Until then it seems the Plight of Backwater County remains unresolved.

 

 


 

Advocacy Campaign Workshops

This post is developed from background materials for a recently introduced series of workshops to teach theory, skills and techniques behind successful advocacy campaigns.

 

Current workshops being offered include:

 

For more information on workshops, contact Mountain West Strategies at 970-510-0678.

NorthForkScrapbook.org » A View of the Valley: the North Fork Alternative Plan

A View of the Valley: the North Fork Alternative Plan

052114-ecoflight-stroomer-003I hate to fly. It terrifies me. Always has. I haven’t been on a commercial airliner since September 8, 2001, when I ended up stuck in DC over 9/11. My friend Jeff finally persuaded me to go for a ride with him in his little two-seater out of the Crawford airport a few years ago, and last week I was again grateful that he had. Having survived that excursion, I wasn’t too scared to accept the invitation when I was offered the opportunity to photograph the North Fork Valley from the air on an EcoFlight survey.

I sat behind the pilot, Bruce Gordon, and shared the cabin with four other concerned community members, Ty Gillespie from Azura Cellars and Gallery, Jim Brett of Slow Food Western Slope, Sarah Sauter from the Conservation Center, and Marty Durlin with KVNF Public Radio.

The goal was to show people the intricacy of the interweave of Bureau of Land Management public lands with our farms, schools, watersheds, neighborhoods and livelihoods, in hopes of spurring people to protect our quality of life by throwing their support behind the North Fork Alternative Plan.

Read the full story here.