Campaign Strategy Essay

1) What argon the goals of the fight? 2) What questions accept to be solvinged to egest those goals?This is a list of popular execute questions to encourage start your enquiry process. These be non research questions. Each general commove question should generate a list of to a greater extent specific research questions. For eccentric, What is the issue/ line? could lead to the question, What is the story of lead poisoning in our confederation? General questions to implore roughly a causal agency1. What is the issue/ trouble? (Understand their arguments.)2. What atomic number 18 the solutions or alternatives? (Develop our arguments.)3. Who else is act to variety the caper, how utile argon they, and what ar their solutions? (Potential allies. sink a niche. Avoid obstacles and duplication of effort.)4. Who bottom of the inning utilize those solutions? Who has the power? (The Tar arouses)5. What charitable of unravelning would it get into to convince them? ( Feasibility test.) A. How long would victory institute? What ar the time constraints?B. What ar tactical manoeuvre and paths to a victory?C. What be the opportunities or obstacles?D. What has worked for otherwise system of ruless on similar streamlets?6. Who ar the other players?A. Who would support swop? ( assort)B. Who differentiates change? (Opposition)C. Who could become allies/opposition, but ar currently neutral?7. Does our base get down the power and resources to win this lawsuit?8. volition this extend frame of reference our movement, base, or organization?WHAT IS A CAMPAIGN STRATEGY?A stir can be translaten as an organised, purposeful effort to create change, and it should be turn everywhered by thoughtful figurening. in advance victorious action, prospered campaigners learn as much as doable to the highest degree * the existing situation* who is characterize by the campaign issue both positively and negatively * what changes could improve the situation * what resources, tactics and tools argon available to implement a campaign that ordain address the issue. Campaigners enjoyment this admitledge to create their strategy, which guides them in syllabusning, implementing, marketing, monitoring, change and evaluating their campaign. A campaign strategy should assist the following questionsProblem, Vision, Change1. What caper are you confronting?2. What is your vision of how the human beings issue be, at a time the line is resolved?3. What change/s would bring to the highest degree this vision?Stakeholders, Relationships,Targets4. Who is affected, positively or negatively, by the line of work? 5. How are these hoi polloi or stems link to the problem and to apiece other?6. Who are you trying to r from each one?7. If your campaign is supremacyful, who leave al sensation be affected?Answering key questions repeatedly, at each stage of your campaign, ab push through the problem, solution, stakeholders and pri nts as hearty as the tactics, message and tools you erect utilize, will answer stimulate your campaign strategy. Your campaign strategy will guide what you do and it should be updated regularly as the campaign is implemented and the situation changes. nominate A COMMON VISIONIts useful to involve your whole candidature group in exploring the problem, your vision and the changes unavoidableness a shared understanding of the problem will stimulate ideas ab away likely actions to take, and will similarly tending your group to stay motivated and reducesed during the campaign. Creating a commons vision will also help determine ways to monitor, and set up the implementation of, the campaign if obligatory.Activity 1 PROBLEM SOLUTION CHANGE1. discuss and conclude, as a group, what core problem your campaign proves to address. Elaborate all the uncomely effects of this problem. 2. Each person in the group should create their own answer to the following question What wou ld a world without this problem be like? * expenditure words, diagrams, illustrations.* Imagine un restrain resources ( coin, power, etc). * Discuss and sum up all the benefits of this proposed world. 3. Combine your individual visions of the in store(predicate) to create a single common vision for the campaign. Discuss in understanding which broad actions or changes would resolve the problem you identified, so as to arrive at the world you stimulate envisioned. These necessary actions are the main direction of your campaign. Discuss the range of mountains of your campaign decide whether it has multiple components (sub-campaigns). If it does, you whitethorn choose either to narrow the focus of your campaign or create a multiple-campaign strategy.UNDERSTAND THE CAMPAIGNS STAKEHOLDERSStakeholders are mass, groups, organisations, or institutions that are connected to your issue. They may support your campaign, be adversely affected by the issue in question, convey the power to change the situation, or train be responsible for the problem you cede identified. An important task when designing your campaign is to learn as much about the stakeholders as possible. You should * Understand each stakeholders relationship to the problem and your proposed solution * bound the relationships between different stakeholders * Determine the mogul and willingness of stakeholders to help or hurt your campaign * chance on which of these stakeholders your campaign should constrict on to create the change your desire.Activity 2 MAPPING STAKEHOLDERS AND THEIR RELATIONSHIPS start up creating a symbolise in which entities with a stake in your issue are represented as circles, or nodes, and lines between these circles represent relationships. It is proficient to use sticky papers (post-it nones) for this drill because they can be moved about as required. 1. Discuss the interaction that is at the root of the problem your campaign wants to address. Who creates the problem? Who is affected by it? How and why are these entities connected to one another? 2. Continue, taking notes as you go along, until you can hear the interaction between entities (nodes) that about represents what you seek to change. 3. Identify all of the nodes between which this kind of interaction is happening. 4. piazza these nodes at the centralise of your map.5. Identify the relationships of these central nodes with others nodes on your map. Start locally and move outward regionally, nationally, internationally and globally, if relevant. Depending on your problem, expand your map with devil or more take aims of nodes (marking these in a clear way) * First level entities with point contact to the central nodes (family / local) * Second level entities with contact to the first level (regional / national) * triad level nodes with general entice on the issue (international / institutional) 6. Next, draw lines representing relationships between these nodes and recogn ize the kind of relationship they set out for example* world power* Mutual benefit* fight* PotentialAfter mapping out as m both stakeholders as you can, you will suffer a graphic copy of your stakeholders relationships with your issue. Next you should analyse how your stakeholders may help achieve the change/s you seek. For more study on how to do this, see parvenu Tactics in tender Rights Tactical Mapping.Activity 3 FROM STAKEHOLDERS TO TARGETS arrest defining specific objective/s of your campaign. Consider each stakeholders level of support and level of capture in the context of your campaign objective/s. 1. In simple, active terms, define what would resolve your problem and bring about the change you seek. Your objectives should be specific, measurable, achievable, realistic, and time-bound. 2. Using the list of the stakeholders from the previous legal action, commit as galore(postnominal) as possible who could help achieve your objective. 3. Draw a level and a vertic al axis vertebra on a large woodworking political platforme of blank paper (shown here). Place the stakeholders as follows * The vertical axis represents their level of influence in achieving the goal of your objective from oddment influential (top) to least influential (bottom).* The horizontal axis represents whether they are likely to oppose (left) or support (right) your campaign. 4. After you spatial relation all the stakeholders on the paper, identify the most influential entities or individuals as emf primary tushs, those who can make the change you seek. Note their level of support or opposition for this change. 5. Discuss the relationship of these entities to other stakeholders. You may already have this information on your stakeholder map from Activity 2. 6. Identify stakeholders who support your campaign and have influence on or relationships with your primary target group. They are your secondary targets, or histrion groups, who could become actively involved i n helping your campaign achieve its goals. Locate them on your graph and identify cardinal or three player groups to concentrate on. (Adapted from The Change Agencys Power Mapping exercise.)Activity 4 FROM TARGETS TO maneuverNow you have identified the target audiences that your campaign needs to communicate with, and what relationships they have with other entities with a stake in the problem, you can consider what tactics will best address your target and participant groups? 1. Draw a half-circle, divided into perplexs. Place those who most support your campaign on the left side of the spectrum those who oppose you the most on the right. 2. Use your maps and sticky papers, placing each target and stakeholder in a wedge according to their level of support for your cause. The result is a spectrum of stakeholders, a few of whom you have identified as primary or secondary targets. A five-wedge diagram would hold the followinga. Active allies corroborative and motivated to achieve your goalsb. Allies may benefit from your successc. objective parties may not be involved or affected currently d.Opponents may run into from your successe. Active opponents actively deputise with your activities 3. Use this diagram to help decide which tactics to consider, depending on each stakeholders location on the spectrum. For example f. supportive use mobilisation tactics g. Neutral use educational. visualisation tactics h. debate use disruption, interference tactics(Adapted from New Tactics in Human Rights Spectrum of Allies exercise.) This card was created by Namita Singh and Ali Gharavi in collaboration with Tactical Tech.There are 4 essential elements to every productive slap-up campaign the Case Leadership Prospects and, the Plan. This phrase is last in a series addressing each element and will focus on designing a successful nifty campaign plan. You cannot do everything at once, but you can do one thing at a time. bulge out by designing a all-encompassing c ampaign strategy that works well you and your organization. Every successful campaign begins with a plan. The campaign plan is a lucubrate set of procedural guidelines for campaign attractership and provides. The successful campaign plan is construct with two overriding principles in listen (1) Anything other than a screw success is entirely unacceptable and (2) To ensure the complete success of this fundraising effort, the campaign must be formally declared (and treated) as the primary institutional priority of the organization passim the fundraising timetable. Recognizing and stating these basic truths puts you into the geniusset to make the decisions and commitments necessary for a successful campaign.From there, we begin to moderate essential fundraising elements into a comprehensive strategy. adept as there are the quaternion-spot essential elements of a successful campaign (Case, Leadership, Prospects and Plan) there are many bouncy techniques at work within a s alutary fundraising plan, among them the use of personal visits, a phased approach, specific gift requests, lead and major(ip) gift solicitation, pledge type gifts. own(prenominal) visits unceasingly yield more money. the great unwashed go bad to peoplepeople they love, people they admire, people they respect and even people they fear. practically it is the personal relationship of the volunteer making the request that has the most stimulate with the potential donor. Our classic technique demands that we utilization a phase-by-phase approach to our fundraising, always enquire for the largest gifts first, and then medium sized gifts and at long last smaller gifts. This ensures that we create en thenceiasm and build momentum. Our success, as evidenced by our quick rising fundraising totals and our large average gift, will pull undecided people toward us and encourage them to hold.Victory has a honey oil fathers, yet defeat is always an orphan. unrivaled of the most impor tant concepts we must use is to ask for a specific gift. We should be asking mostly with a trance of our need in mind, but with several(prenominal) view of their means in mind as well. As we articulate the request, we want to make it clear that the reason we are asking them for this specific total is because we need it if we are to succeed. It is important that they not get the sense that we are asking them for this amount just because we think they have it, or because we think that is what they ought to give, but only because we have this enormous need and a limited number of people of means to whom we can turn. If people are sacking to help you achieve ambitious plans, they need to notice what is required of them. You must always ask for the specific gift.Every campaign that is successful in reaching its potential is going to do a good military control of soliciting Leadership and major(ip) clothes. Cl untimely round families are especially able to help because of their ma terial blessings. Within the fundraising industry, it is a known fact that approximately 80% of the money (or more) will come from just 20% of the people (and sometimes fewer). These Leadership and Major turn overs set the pace for others to follow and they provide the financial foundation upon which to build a successful campaign. Much time is spent, ahead of time in the campaign, trying to determine who should be challenged to consider a gift of this world-shaking nature. A well-run campaign will always stress equal effort, equal stretchiness or even equal open from every prospective donor, but not equal giving.Each prospect should be encouraged to do their individual best. some other element of a successful campaign plan is to offer people the prospect to make pledges, rather than one-time gifts, and to offer lifelong pledge redemption periods where appropriate and possible. Depending upon the duration of the pledge redemption period, pledges are usually twothree times large than one-time contributions. In todays expeditious world, people often budget their money very guardedly. If a family were going to give you $100 per month, you would rather have that run for 60 months (5 years) than 36 months (3 years), would you not? tapered the pledge collection period is not going to get this family (which is giving out of current income) to pay the money any sooner. It will merely get you a smaller pledge. There are many other important aspects of a full-blooded fundraising plan, includingFinancial Goals and ObjectivesClearly stated goals tied to both the leaders responsible for attaining them and the timeline over which they are to be accomplished.A diminutive Campaign TimetableGiving form to function, the timetable gives us an orderly way to approach a complex task, ensuring the most important things are going to be done first. organizational ChartClarifying the responsibilities of each campaign leader and showing everyone how they are related t o one another.Description of Leadership Roles and Responsibilitiesscripted instructions delineating the job responsibilities of each leader/volunteer.Campaign Phases and/or Divisions and Tracks of Activityanother(prenominal) form of timeline, breaking out major phases of activity and tracks of action. Many phases may go on simultaneously, patch others will be the only activity underway at that given time.Lead and Major Gift ProgramsThis most important track of activity begins during the early quiet phase of the campaign and continues until the potential for such gifts has been exhausted.Commemorative Gift PlanA comprehensive plan to commemorate the gifts of your campaign donors, especially major and leadership donors which might include naming opportunities, public recognition and memorabilia that you can give to outstanding leaders/donors (such as a scale model of a building, etc.). documentation in mind that the plan may evolve as the campaign moves forward. Often this is a func tion of actual early results, and who is giving at what levels. Who is accepting a leadership role? Preparing a minute timetable and organizational chart is a good way of measuring the hop on of the campaign in relation to the plan and detect when necessary adjustments or revisions may be needed. It also provides a specific sum of money of accountability. Establish goals for each constituency and phase. Everyone needs to know what is expected of him or her A statistical summary of the number and level of gifts required to reach the campaign goal for each phase of activity should be unplowed regularly.This list should be constantly monitored against progress to date and should be consulted daily to develop a precise order of solicitation, thus providing us a plan and timetable for asking. In summary, the campaign plan is one of the four essential elements of a successful capital campaign and must be carefully researched and crafted. Remember to keep a close eye on the fundraising plan and modify it in view of your actual experiences. The plan is your road map to success. Remember, it is static while the world is very dynamic. Use the plan as your basic guide, maintaining your liberty to bias from it briefly where called upon, and you will find it serves you preferably nicely and leads to your fundraising success.