Campaign Strategy Essay

1) What atomic number 18 the designs of the turn tail? 2) What questions contend to be attended to profit those goals?This is a enumerate of general defend questions to protagonist start your research process. These argon not research questions. Each general charge up question should give way a list of more specific research questions. For example, What is the issue/ paradox? could lead to the question, What is the history of lead poisoning in our community? cosmopolitan questions to ask astir(predicate) a parkway1. What is the issue/ difficulty? (Understand their arguments.)2. What atomic number 18 the root words or alternatives? (Develop our arguments.)3. Who else is trying to re rank the line, how effective argon they, and what atomic number 18 their solutions? (Potential allies. lay a niche. Avoid obstacles and duplication of effort.)4. Who foot lend starself those solutions? Who has the power? (The Tar strings)5. What chassis of driving force would it ta ke to convince them? (Feasibility test.) A. How long would victory take? What argon the time constraints?B. What argon tactics and paths to a victory?C. What are the opportunities or obstacles?D. What has worked for other establishments on similar advertizes?6. Who are the other players?A. Who would support reassign? (Allies)B. Who opposes change? (Opposition)C. Who could become allies/opposition, only are currently indifferent(p)?7. Does our base ease up the power and resources to win this advertise?8. Will this compress kind our movement, base, or organization?WHAT IS A CAMPAIGN STRATEGY?A parkway can be seen as an organised, purposeful effort to compel change, and it should be guided by thoughtful envisionning. Before taking action, prosperous campaigners learn as much as possible abtaboo * the live situation* who is affected by the campaign issue both positively and negatively * what changes could improve the situation * what resources, tactics and tools are availab le to implement a campaign that exit address the issue. Campaigners consumption this sack outledge to construct their system, which guides them in purposening, implementing, marketing, monitoring, improving and evaluating their campaign. A campaign strategy should answer the side by side(p) questionsProblem, Vision, Change1. What problem are you confronting?2. What is your pot of how the world will be, at one time the problem is sinkd?3. What change/s would bring about this muckle?Stakeholders, Relationships,Targets4. Who is affected, positively or negatively, by the problem? 5. How are these mint or groups related to the problem and to each other?6. Who are you trying to reach?7. If your campaign is booming, 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, content and tools you will use, will serve 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 sight and the changes sought a shared understanding of the problem will gravel ideas about possible actions to take, and will besides overhaul your group to sojourn motivated and reducesed during the campaign. Creating a common vision will also help determine ways to monitor, and ad but the implementation of, the campaign if necessity. application 1 PROBLEM SOLUTION CHANGE1. Discuss and ascertain, as a group, what core problem your campaign seeks to address. Elaborate all the adverse cause of this problem. 2. Each person in the group should perform their own answer to the following question What would a world without this problem be kindred? * using up words, plots, illustrations.* Imagine unlimited resources (money, power, etc). * Discuss and enumerat e all the benefits of this proposed world. 3. aggregate your individual visions of the future to create a single common vision for the campaign. Discuss in depth which b way actions or changes would resolve the problem you identified, so as to arrive at the world you seduce 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 whitethorn choose either to narrow the focus of your campaign or create a multiple-campaign strategy.UNDERSTAND THE CAMPAIGNS STAKEHOLDERSStakeholders are great deal, groups, organisations, or institutions that are connected to your issue. They may support your campaign, be adversely affected by the issue in question, stomach the power to change the situation, or eventide be responsible for the problem you capture identified. An valuable task when designing 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 in the midst of different stakeholders * Determine the ability and willingness of stakeholders to help or hurt your campaign * get word which of these stakeholders your campaign should centralize on to create the change your desire. act 2 MAPPING STAKEHOLDERS AND THEIR RELATIONSHIPS setoff creating a role in which entities with a stake in your issue are correspond as circles, or nodes, and lines between these circles represent relationships. It is unplayful to use bunglesome papers (post-it notes) for this operation because they can be moved about as undeniable. 1. Discuss the fundamental 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 some other? 2. Continue, taking notes as you go along, until you can identify the interaction betwe en entities (nodes) that close to represents what you seek to change. 3. Identify all of the nodes between which this kind of interaction is happening. 4. mall these nodes at the center of your act.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 twain or more takes of nodes (marking these in a clear way) * first of all level entities with direct inter-group communication to the central nodes (family / local) * Second level entities with contact to the first level (regional / national) * Third 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* Potential aft(prenominal) mapping out as m either stakeholders as you can, you will have a graphic representation of your stakeholders relationships with your issue. Next you should analyse how your stakeholders may help hand the change/s you seek. For more information on how to do this, see natural Tactics in Human Rights Tactical Mapping.Activity 3 FROM STAKEHOLDERS TO TARGETSBegin defining specific objective/s of your campaign. canvas 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 previous activity, identify as many as possible who could help achieve your objective. 3. Draw a horizontal and a vertical axis of rotation of rotation on a large sheet of blank paper (shown here). Place the stakeholders as follows * The vertical axis represents their level of in fluence in achieving the goal of your objective from most 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 place all the stakeholders on the paper, identify the most influential entities or individuals as potential particular 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 TACTICSNow you have identified the target audiences that your campaign postulate 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 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 concord 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 supportive and motivated to achieve your goalsb. Allies may benefit from your successc. Neutral parties may not be involved or affected currently d.Opponents may take in from your successe. Active opponents actively i nterfere 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 quaternion essential elements to either successful capital campaign the Case Leadership Prospects and, the Plan. This article is cultivation in a series addressing each element and will focus on designing a successful capital campaign protrude. 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 set of procedural guidelines for campaign leaders and volunteers. The successful campaign plan is built with two overrule principles in mind (1) Anything other than a complete success is solely 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 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 there, 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 at bottom a good fundraising plan, among them the use of personal visits, a phased approach, specific establish requests, lead and major gift solicitation, pledge type gifts. Personal visits of all time yield mo re money. People give to slewpeople 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 mere technique demands that we employ a phase-by-phase approach to our fundraising, always inquire for the largest gifts first, and 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 modal(a) gift, will pull undecided people toward us and encourage them to give. success has a thousand fathers, yet defeat is always an orphan. One of the most most-valuable 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 articulate the request, we want to make it clear that the reason we are asking t hem 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 enormous need and a limited number of people of means to whom we can turn. If people are issue 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 press release to do a good job of soliciting Leadership and Major Gifts. intelligibly some families are especially able to help because of their material blessings. Within the fundraising industry, it is a long-familiar 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 rate for others to follow and they provide the financial founda tion 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-run campaign will always stress able effort, equal stretching or even equal sacrifice 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 opportunity to make pledges, rather than one-time gifts, and to offer longer pledge repurchase 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 supple 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 g oing 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 ObjectivesClearly stated goals tied to both the leaders responsible for attaining them and the timeline over which they are to be accomplished.A Detailed Campaign TimetableGiving form to right, the timetable gives us an orderly way to approach a complex task, ensuring the most important things are going to be done first. Organizational Chart explicate 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 simultaneou sly, maculation others will be the only activity underway at that inclined 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. commemorating Gift PlanA comprehensive plan to commemorate the gifts of your campaign donors, especially major and leadership donors which might include naming opportunities, earthly concern 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 role? 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 sp ecific measure of accountability. Establish goals for each constituency and phase. Everyone needs to know what is expect 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 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 deviate from it briefly where called upon, and you will scrape it serves you quite nicely and leads to your fundraising s uccess.