Criteria for Tactics, Considerations, A planning Method, Checklist, Using the Strategy Chart to Play
A GUIDE TO TACTICS
THINK STRATEGICALLY
Tactics must be based in strategy What works for one group may not
work for another Remember important CRITERIA
CRITERIA FOR TACTICS Focused on the Primary or Secondary Target of
the Campaign Puts power behind specific demand (example
candlelight vigil to save whales?) Meets organizational goals as well as issue
goals (builds organization at the same time as winning the issue)
It is outside the experience of the target It is within the experience and comfort zone of
members
CONSIDERATIONS IN POPULAR TACTICS
Petition Drives Petition Power comes from:
1. Numbers 2. Strategic Location and Timing 3. Organized Follow-up
Elected officials (especially if victory was narrow)
Coming from right people (officials: voters, business owners: customers)
Petition presented just before election, not after
PETITION TIPS Short message Large, legible names and signatures Get contact info and volunteers Quantity over quality (don’t spend time educating
at this point) Teamwork! Is more fun and builds
confidence Always make copies!
LETTER WRITING
Mail in letters prior to meeting official AND hand over more at meeting to make a strong impression
If audience is sitting, use letters This represents larger commitment from
writer
LETTER WRITING TIPS
Sample text – no more than 3 sentences
Include return address Address envelope, ask for and accept
donations Combine letter writing with selling
something, and spread letter mailing out over a week’s time
TURNOUT EVENTS
The CORE of organizing
For a community group, phoning is best General Rule: of people who say YES to
coming on 2nd call, ½ will actually come
TURNOUT TIPS Don’t start with “Hello, Ms. Garskof. You are
on a list.” Stress past connection Mention a previous success Indicate that person will play a role Talk about why person is needed Everyone will go together Get definite commitment Indicate a reminder and follow through
TURNOUT TIPS CONTINUED Communicate message in 3 different ways:
Mailings Email Posters Leaflets Announcement at other community events
•At event, make effort to introduce everyone. Use nametags.•Make your events fun and exciting and get press! •Have something memorable that will be talked about in the future.
TIPS FOR VISITS WITH PUBLIC OFFICIALS Try to meet with elected officials rather than appointed ones Know most recent election results Only recruit people you know/only have several
spokespeople Come with specific demand Remember your forms of power:
Numbers, contributors, influential people, embarrass official for not acting in interest of community, official is yielding to pressure/money
Pin down official to a specific agreement get another meeting if you can’t get agreement
PUBLIC HEARINGS Hold your own public
hearing “Official” hearings
HOLDING YOUR OWN PUBLIC HEARING 1st victory (objective) is getting official to come to hearing
It is FUN to do!
Advantages to holding your own hearing
Establishes group as force/authority on issueOpportunity to reach other groups/individuals/neighborhoodsShows off influential supportersShowcase potential candidateDisplay of numbersEasily controlled Good training for leaders, will probably get media coverage
TIPS FOR HOLDING YOUR OWN HEARING Remember to present the case, not all sides of it Group must be 100+ members Fill every seat and more Get contact info from all in attendance Prepare testimony in advance Bring letters and petitions Appoint one press person to give out release Close with a rousing statement and give
everyone something to do after the event
OFFICIAL HEARING Used to open debate, delay decision,
create an arena to show strength Try to get it on your turf when people can
attend (neighborhood building at night?) Official hearings are boring and you may
end up waiting Use humor if/when possible
Example: public housing tenants brought mice to City Council hearing
TIPS FOR ATTENDING AN OFFICIAL HEARING
Be identifiable as a group Set up table for new supporters with info on
issue At very large events, bring “applause managers”
so everyone knows who is in agreement Give members talking points and assign when
each will talk Bring posters / large signs If possible, get commitments on the spot (this
works esp if audience is very large)
MASS DEMONSTRATIONS Must be increasing if continued Should be combined with direct lobbying Creates a strong recognizable reputation Pick a good high-traffic location Can be energizing for group
Marches, parades, rallies, picketing, sit-ins, vigils, street theater
ACCOUNTABILITY SESSIONS Meeting held with an elected official
where you control agenda Say why you want the official to
support you Panel of leaders make demands Success is dependant on numerical
strength shown in relation to election margin of victory
You want high numbers and/or representatives of high numbers on panel
EDUCATIONAL MEETINGS AND TEACH-INS Not only should this educate, but should get
publicity and show strength One speaker, give direction on what
everyone can do Not necessary to show other side Remember to always take up collection with
5+ people
CIVIL DISOBEDIENCE AND ARREST Never an end, but a way to move forward Use careful strategy, make sure objectives
match long-term goals Effective when:
Constituency is comfortable Visible leadership roles available for those who
can’t participate Tactic demonstrates power to target/secondary
target (takes away something they need)
BOYCOTTS To be successful, must be a moral issue
of national or international importance Product that:
Everyone buys frequently Easily identifiable Non-essential (or there is substitute) Thread is more powerful than weapon-
don’t threaten without intending on follow-through
The Underlying Structure of Organizations
ORGANIZING MODELS:
THE MODEL IS THE ARCHITECTURE OF THE ORGANIZATION Organizer must pay attention to the
plan for building the structure of an organization
Organizers should have an idea of what the organization will look like and how it will function upon organizing. Answer to “What,” not “How” or “Why”
Example: What is the model? We will have 30 individual members.
THE 4 ELEMENTS OF THE MODEL Function – what is it?
Win issues? Win elections? Geographic Basis of Organization
Neighborhood? Housing development? Citywide? Membership Basis
Individuals? Coalition? Funding Base
Used to define model Where does money come from?
MODEL MUST BE CLEAR AND INTERNALLY CONSISTANT
Four Case Histories:1. The Case of the Ambiguous Tenant
Organization2. The Case of the Superfluous Office3. The Case of Statewide Coalition with
Local Chapters4. The Case of the Coalition That Started a
Coalition
THE CASE OF THE AMBIGUOUS TENANT ORGANIZATION
Housing organization- unclear about service model and organizing model
Man with problem came to organizer, was recommended to get Legal Assistance
2 ways to handle this: Organizing model: were others experiencing
similar problems? All tenants should act Service model: staff should have assisted
with Legal Assistance
THE CASE OF THE SUPERFLUOUS OFFICE Nat’l organization based on model of
individual members in local chapters Working on passage of nat’l legislation Local chapters focused on
corresponding districts Decision to set up regional offices Region has no political jurisdiction- no
common targets
THE CASE OF THE SUPERFLUOUS OFFICE Problem was model vs. program Program at regional level was not
meaningful to reach local and state objectives
Members could not see the point in spending money on regional office- state perhaps?
THE CASE OF THE STATEWIDE COALITION WITH LOCAL CHAPTERS
Model: Formal coalition membership of statewide citizen organizations
Function: pass legislation and elect legislators
Board set up local community chapters, local issues
Not consistent with original statewide objectives
Group must pick between state/local issues
THE CASE OF THE COALITION THAT STARTED A COALITION
Model: Informal coalition Function: passing legislation Created a new coalition for a specific
issue New coalition was successful and
eventually wanted independence Original coalition created an
independent organization not tied to original goals
THE CASE OF THE INCONSISTENT BOARD Very informal coalition, community-
based organization Board members from previous and
existing organizations and individuals not affiliated with anyone
Divisions over how/where to spend money
Membership must be considered- individual or organization (coalitions)
Click icon to add picture
THANK YOUThe End
Top Related