Campaign Strategy Essay

1) What atomic enactment 18 the goals of the sweat? 2) What questions need to be answered to r individually those goals?This is a c been of general pass questions to help start your research process. These are not research questions. Each general press question should generate a controversy of more specific research questions. For example, What is the unwrap/problem? could lead to the question, What is the history of lead poisoning in our community? General questions to necessitate more or less a campaign1. What is the issue/problem? (Understand their arguments.)2. What are the solutions or alternatives? (Develop our arguments.)3. Who else is trying to change the problem, how effective are they, and what are their solutions? (Potential allies. Locate a niche. Avoid obstacles and duplication of effort.)4. Who advise implement those solutions? Who has the power? (The Targets)5. What kind of campaign would it take to convince them? (Feasibility test.) A. How long would adva ntage take? What are the time constraints?B. What are tactic and paths to a victory?C. What are the opportunities or obstacles?D. What has worked for other presidential terms on similar campaigns?6. Who are the other players?A. Who would support change? (Allies)B. Who opposes change? (Opposition)C. Who could be beat allies/opposition, but are before long neutral?7. Does our base have the power and resources to win this campaign?8. Will this campaign build our movement, base, or organization?WHAT IS A CAMPAIGN STRATEGY?A campaign can be seen as an organised, purposeful effort to bring on change, and it should be guided by thoughtful syllabusning. Before taking action, favored campaigners crack as much as possible about * the existing situation* who is affected by the campaign issue both positively and negatively * what changes could purify the situation * what resources, tactics and tools are available to implement a campaign that will address the issue. Campaigners use this knowledge to create their strategy, which guides them in inventning, implementing, marketing, monitoring, improving and evaluating their campaign. A campaign strategy should answer the following questionsProblem, Vision, Change1. What problem are you confronting?2. What is your vision of how the world will be, once the problem is fragmentised?3. What change/s would bring about this vision?Stakeholders, Relationships,Targets4. Who is affected, positively or negatively, by the problem? 5. How are these people or root words related to the problem and to each other?6. Who are you trying to reach?7. If your campaign is successful, who will be affected?Answering key questions repeatedly, at each stage of your campaign, about the problem, solution, stakeholders and targets as well as the tactics, message and tools you will use, will help develop 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.CREATE A COMMON VISIONIts useful to involve your whole campaigning group in exploring the problem, your vision and the changes want a shared understanding of the problem will stimulate ideas about possible actions to take, and will also help your group to stay motivated and focused during the campaign. Creating a common vision will also help determine ways to monitor, and adjust the implementation of, the campaign if essential. act 1 PROBLEM resoluteness CHANGE1. Discuss and sink, as a group, what core problem your campaign seeks to address. Elaborate all the adverse effects of this problem. 2. Each person in the group should create their own answer to the following question What would a world without this problem be like? * Use words, diagrams, illustrations.* Imagine unlimited resources ( notes, power, etc). * Discuss and bet all the returns of this proposed world. 3. Combine your individual visions of the future to create a single common vision for the campaign. Discuss in depth which broad actions or changes would resolve the problem you identified, so as to arrive at the world you have envisioned. These necessary actions are the main focus of your campaign. Discuss the scope of your campaign decide whether it has multiple components (sub-campaigns). If it does, you may choose either to narrow the focus of your campaign or create a multiple-campaign strategy.UNDERSTAND THE CAMPAIGNS STAKEHOLDERSStakeholders are people, groups, organisations, or institutions that are connected to your issue. They may support your campaign, be adversely affected by the issue in question, have the power to change the situation, or flush be responsible for the problem you have identified. An important task when figure your campaign is to learn as much about the stakeholders as possible. You should * Understand each stakeholders kind to the problem and your proposed solution * Define the relationships between different stakeholders * Determine the ability and willingness of stakeholders to help or hurt your campaign * Identify which of these stakeholders your campaign should concentrate on to create the change your desire.Activity 2 MAPPING STAKEHOLDERS AND THEIR RELATIONSHIPSStart creating a map in which entities with a stake in your issue are represented as circles, or nodes, and lines between these circles represent relationships. It is candid to use sticky papers (post-it notes) for this legal action 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 other? 2. Continue, taking notes as you go along, until you can identify the interaction between entities (nodes) that nearly represents what you seek to change. 3. Identify all of the nodes between which this kind of interaction is happening. 4. direct these nodes at the center of your ma p.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 two or more levels of nodes (marking these in a clear way) * First level entities with direct contact to the central nodes (family / local) * Second level entities with contact to the first level (regional / national) * deuce-ace level nodes with general influence on the issue (international / institutional) 6. Next, draw lines representing relationships between these nodes and identify the kind of relationship they have for example* Power* Mutual benefit* Conflict* PotentialAfter mapping out as many stakeholders as you can, you will have a graphic representation of your stakeholders relationships with your issue. Next you should prove how your stakeholders may help achieve the change/s you seek. For more information on how to do this, see New maneuver in Human Rights tactical Mapping.Activity 3 FROM STAKEHOLDERS TO TARGETSBegin defining specific objective/s of your campaign. Con locationr each stakeholders level of support and level of influence 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 precedent activity, identify as many as possible who could help achieve your objective. 3. Draw a horizontal and a vertical axis on a large sheet 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 roughly important (top) to least influential (bottom).* The horizontal axis represents whether they are likely to oppose (left) or support (right) your campaign. 4. After you place all the stakeholders o n the paper, identify the most influential entities or individuals as capability primary targets, 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 participant groups, who could become actively involved in helping your campaign achieve its goals. Locate them on your graph and identify two or three participant groups to concentrate on. (Adapted from The Change Agencys Power Mapping exercise.)Activity 4 FROM TARGETS TO playNow 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 ad dress your target and participant groups? 1. Draw a half-circle, divided into wedges. 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 include the followinga. Active allies validating and motivated to achieve your goalsb. Allies may benefit from your successc. Neutral parties may not be involved or affected currently d.Opponents may suffer from your successe. Active opponents actively interfere 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. Opposing 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 four essential elements to every successful seat of government campaign the Case Leadership Prospects and, the Plan. This article is last in a series addressing each element and will focus on designing a successful capital campaign project. You cannot do everything at once, but you can do one thing at a time. Begin by designing a comprehensive campaign strategy that works well you and your organization. Every successful campaign begins with a plan. The campaign plan is a detailed manipulate of procedural guidelines for campaign leaders and volunteers. The successful campaign plan is built with two overriding principles in mind (1) Anything other than a complete success is entirely unacceptable and (2) To ensure the complete success of this fundraising effort, the campaign must b e formally declared (and treated) as the primary institutional priority of the organization throughout the fundraising timetable. Recognizing and stating these basic truths puts you into the mindset to make the decisions and commitments necessary for a successful campaign.From at that place, we begin to incorporate essential fundraising elements into a comprehensive strategy. Just as there are the four essential elements of a successful campaign (Case, Leadership, Prospects and Plan) there are many vital techniques at work within a good fundraising plan, among them the use of personal visits, a phased approach, specific gift requests, lead and major gift solicitation, pledge type gifts. Personal visits perpetually yield more money. pack give to peoplepeople they love, people they admire, people they respect and even people they fear. Often it is the personal relationship of the volunteer making the request that has the most sway with the potential donor. Our classic technique dem ands that we employ a phase-by-phase approach to our fundraising, always asking for the largest gifts first, and then medium sized gifts and finally smaller gifts. This ensures that we create enthusiasm and build momentum. Our success, as evidenced by our rapidly rising fundraising totals and our large average gift, will pull undecided people toward us and pass on them to give.Victory has a thousand fathers, yet defeat is always an orphan. One of the most important concepts we must use is to ask for a specific gift. We should be asking mostly with a view of our need in mind, but with some view of their means in mind as well. As we contrive the request, we want to make it clear that the reason we are asking them for this specific amount 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 en ormous need and a limited number of people of means to whom we can turn. If people are going to help you achieve ambitious plans, they need to know 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 job of soliciting Leadership and Major Gifts. understandably some families are especially able to help because of their material blessings. Within the fundraising industry, it is a well-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 Gifts set the pace for others to follow and they provide the financial foundation upon which to build a successful campaign. Much time is spent, early in the campaign, trying to determine who should be challenged to consider a gift of this significant nature. A well- untangle campaign will always stress equal effort, equal stretching or even equal sacrifice from eve ry sceneive donor, but not equal giving.Each prospect should be encouraged to do their individual best. Another element of a successful campaign plan is to offer people the opportunity to make pledges, alternatively than one-time gifts, and to offer longer pledge redemption periods where appropriate and possible. Depending upon the length of the pledge redemption period, pledges are usually twothree times larger than one-time contributions. In todays busy world, people often budget their money very carefully. 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? Narrowing 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 solid fundraising plan, includingFinancial Goals and Objectives all the way stated goals tied to both the le aders responsible for attaining them and the timeline over which they are to be accomplished.A Detailed Campaign TimetableGiving form to function, the timetable gives us an slap-up 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 to one another.Description of Leadership Roles and ResponsibilitiesWritten instructions delineating the job responsibilities of each leader/volunteer.Campaign Phases and/or Divisions and Tracks of ActivityAnother form of timeline, breaking out major phases of activity and tracks of action. Many phases may go on simultaneously, while 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 P lanA comprehensive plan to commemorate the gifts of your campaign donors, especially major and leadership donors which might include appointment opportunities, public recognition and memorabilia that you can give to outstanding leaders/donors (such as a scale model of a building, etc.).Keep in mind that the plan may evolve as the campaign moves forward. Often this is a function of actual early results, and who is giving at what levels. Who is accepting a leadership piece? Preparing a detailed timetable and organizational chart is a good way of measuring the progress of the campaign in relation to the plan and detecting when necessary adjustments or revisions may be needed. It also provides a specific measure 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 kept regularly.This list sho uld be continuously 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 centre of attention 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 deviate from it briefly where called upon, and you will find it serves you quite nicely and leads to your fundraising success.