When it comes to 
elections, campaigners in the UK get very excited about the one happening ‘across the pond’ in the US.
I’m one of them, and even 6 months later give me an article on data driven campaigning that helped Obama to win and I’ll be the first to read it.
But is it time for us to stop looking west for campaign inspiration and instead start looking ‘down under’?
The Australian elections might not have the glamour of the US but in many ways the comparisons between our political systems are closer, two main parties but plenty of feisty smaller ones, a constituency system with the leader of the biggest party in Parliament forming a government and an active campaigning sector.
While there are clear differences, most notably in Australia voting is compulsory, any smart campaigner could do worse than follow the soap opera down under for the next 4 weeks ahead of the polls on 7th September to get some clues about how we might plan to influence the 2015 election here in the UK.
Here are 3 things that have already caught my eye in recent days;
GetUp! Live Webcast – The Australian equivalent of 38 Degrees are, as expected, making a big deal of the elections. I’m sure we’ll see lots of new ideas from them in the coming weeks, but I love how they’re starting by hosting a nightly weekly live webcast for their supporters to bring them the latest on what they’re doing and how the community can get involved (you can watch at 9.30am here in the UK).
Learning from failure – The Centre for Australian Progress is playing a key role in coordinating groups and organising war rooms to help bring campaigners together. They’ve already planned to organise a FailShare to bring together groups that have been involved in campaigning around the election to learn from what didn’t work. The appetite to learn from what didn’t work as well as what did is brilliant.
Engaging the grassroots – I’m biased on this, because I’ve been working with groups like Micah Challenge Australia for a number of year, but as well as the exciting and responsive digital campaigning, development groups have been coming together to form ‘Movement to End Poverty‘ with the aim of getting the issue of development aid on the agenda of the parties, focusing on local events as well as petition signatures.
I’ll be keeping an eye out from other campaign lessons from Australia in the coming weeks. Do share what you’re discovering.
What I learned at Campaign Bootcamp…
Last week was one I won’t forget in a long, long time. Together with a group of wonderful friends, I helped to organise and run the first every Campaign Bootcamp (the video below shows a little of what we got up to).
[youtube=http://www.youtube.com/watch?v=YlnC_ImKfbY&w=560&h=315]
It was a dream that took almost a year to bring together, and is one of the main reasons that this blog has been so quiet in the last 6 months!
The idea was simple, take 30 of the most talented and energetic emerging campaigners committed to building a more just, fair and sustainable country from across the UK and give them a week of training from some of the very best in the campaigning business, but also allow them to put those skills into practice in real-time.
We had so much fun, and I’m incredibly excited about what we’ve started, but being at Bootcamp also taught me some invaluable lessons that I think might be useful for other campaigners to reflect upon.
1 – Let’s talk about power. It’s all too easy to dive right into learning about exciting new tactics. But we devoted the first day to understanding power and how change happens. It’s an issues I know that is a critical part of any training you might do with those involved in community organising, but something that I know I’ve been guilty of rushing over when I’ve run campaigns training before. Ensuring every campaign has a clear and robust theory of change is critical, but something we perhaps incorrectly leave to those who are more senior or have greater experience.
2 – Practice makes perfect. One of the central components of Bootcamp was running a scenario which participants had to run a campaign on. In real-time they we’re expected to write emails, build websites and consider how they should adapt their strategy to changes in the scenario.
Some might see it as a giant game, but last week I saw it as an invaluable way of learning how campaigners react and respond under pressure. I saw it teach valuable lessons, and would encourage any campaigns team to put time aside to learn from the experience and ‘stress test’ there systems and structures before a real campaigning example does.
3 – Being deliberate about building community. Nothing builds a sense of community like going away together for a week. Now that might not always be possible but the value of eating, learning and relaxing together, rather than all packing up at 6pm each day and heading our separate ways built a real sense of community. As a team we were also deliberate about wanting to ensure we had a cohort of participants from across different campaigning communities together. It stuck me of how often campaigning happens in silos here in the UK.
4 – We need to teach the habits of highly effective campaigners. It would have been easy to fill the programme for the 6-days with learning on strategy and tactics, but as a team we wanted to put aside time to ensure that those attending left with habits to ensure they’re brilliant campaigners in 20 years rather than burnt-out ones. We didn’t always get the balance right (11am finishes anyone!) but I think everyone walked away with ideas and strategies to keep running the campaigning race for years to come.
5 – Everyone needs to learn code. For an afternoon, it felt like being back at school again, everyone in rows like in a classroom, laptops out and a teacher at the front as we followed exercises to help us learn HTML. It’s easy for many campaigners to assume that someone more technical can worry about the code, but with the web and email being key tools for our campaigning, having a basic understanding of HTML is a key skill to learn. I’d recommend Code Academy as a good place to start. It turns out that many of the problems can easily be solved with just a little expertise!
6 – Our sector is a hugely generous one. Throughout the week I was overwhelmed with the generosity we saw from existing campaigners. From sharing time as trainers and coaches, to donating money to joining our seed list and providing feedback on the emails that participants sent we experienced extreme generosity from others. It was something quite phenomenal and very special. Thank you to everyone who supported us in so many different ways.
I know that I won’t be able to recreate that Bootcamp feeling again any time soon, but the lessons that I learnt along with the amazing energy that the participants I hope will stay with me for a long time.
What happens when you handover a campaign postcard?
A while ago, one of my colleagues got to speak to a former ministerial Special Advisor (SPAD) to find out what really happens to all those campaign postcards we send to a government department.
My experience from running the Campaign Totals project over the last few years indicates that every department does things slightly differently, but here are five useful reflections from that conversation;
1. All correspondence goes to the correspondence unit. There’s no mechanism to make anyone outside the unit aware of it. However SPADs and Ministers can enquire about what the public’s writing in about, and SPADs in particular are likely to make sure they do as a good way to keep in touch.
2. Ministers will sign and read replies to letters or emails from MPs, and usually from directors of NGOs (sometimes from other senior staff) and will also read the incoming correspondence at the same time. That’s the only correspondence they’ll usually see.
3. The department may choose to post a reply to a public campaign on its website, usually if a SPAD says they should. That’s a good way to see what they think is worth taking notice of.
4. It works well for an NGO CEO to write to a minister to say how many campaign messages they’ve received and say what they’re asking the minister to do.
5. Hand-ins are a very good way to get a minister’s attention, if something is personally handed over to them. They’re more likely to agree if they think the photo will get good media coverage, and if there’s a celebrity involved, or someone who is seen as a celebrity by a particular audience. A hand-in with no minister present won’t come to a minister’s attention (unless you got media coverage for it).
What other insights do readers of the blog have about how to ensure your campaign postcards get noticed after a handover?
Can campaigning help fundraising?
In my work, I’m often asked can campaigning help an organisation with fundraising? I’ve always replied ‘yes’, based on a belief that advocacy campaigning can be useful in;
- Helping to recruit new supporters into an organisation – especially at a festival or other event where making a financial ask can be seen as a ‘high barrier to entry’.
- Differentiating the asks we make of supporters – so we’re not always asking them to give us more money.
- Building loyalty of our organisation and reducing the attrition rate.
But it’s not always been based on much empirical evidence to prove the point.
The reality is that is doesn’t appear that we have a huge number of examples or studies to draw upon, but here are three studies that all provide evidence that campaigning is good for fundraising.
1. National Bureau of Economic Research Working Paper.
Andreas Lange and Andrew Stocking in this 2009 Working Paper found that from a sample of 700,000 supporters of a large US advocacy organisation, that a person who takes an online advocacy action for your cause is seven times more likely to donate, compared with someone who does not take an online advocacy action.
2. PETA France.
Working with Engaging Networks, PETA France demonstrated that advocacy is an effective way to engage lapsed donors. They sent out various emails on the issue of seal clubbing to a total of 22,000 supporters.
As well as finding a correlation between level of activism and response rate, the more active the campaigner, the better the response rate. They also found that lapsed donors were significantly more likely to donate if asked to take action first then donate.
3. Greenpeace
Again working with Engaging Networks, found that directly integrating campaigns with donation pages as part of their Arctic campaign lead to a 1.23% response rate, compared to providing a donate link on the thank you page of the campaign action led to a best ever response rate of 0.4%.
What other studies or examples have you found to demonstrate the links between campaigning and fundraising?
Can 'Theory of Change' transform our campaign planning?
To be honest, I’ve struggled to get my head around the ‘Theory of Change’ approach that I’ve seen being talked about across the sector over the last year.
I’ve felt that its something that could be an incredibly powerful tool, but found it’s been hard to really understand of it.
In an attempt to understand it, I attended a Breakfast Briefing organised by NCVO with Brian Lamb last month. Brian has been a leading proponent of the approach for use in campaigning and wrote this report which I blogged on last year.
Hearing Brian talk through how campaigners could make use of Theory of Change was really helpful at bring the theory behind the tool found in various reports and guide that I’ve read to life.
I came away from the time enthusiastic about if for the following reasons;
1. It get’s us to question our assumptions – One of the central features of the approach is to get you to name and provide evidence for the assumptions you’re making that lead you decide that the impact a certain input will have
I’ve long thought that we need to more to justify the decisions that we’re making between impact and outcome, and Theory of Change actively encourages you to do this, demanding you to list your assumptions and discuss why you’ve made them.
In doing so, I think its likely to force us to ask the question, what are the ‘most effective approaches I could use’ as opposed to ‘what existing tools do I already have that I need to use’.
2. It builds from impact up – The first thing that the approach asks you to do is to decide on the impact of your advocacy, this is defined as ‘the ultimate effect on the lives of those you’re seeking change for’.
Brian suggested that while this might sound like a straight forward question to answer, it often takes groups considerable time to come up with the answer to the question, but in doing so they help to reach common understanding of the change they’re seeking.
I know I’ve been in campaign planning sessions before where we’ve spent the majority of our time on agreeing a strategy to reach a policy solution; as opposed to asking what impact we want to that solution to have.
3. Provides clear building blocks – The approach is simple and logical. Working upwards from impact, to mapping 
the strategies that will be needed to achieve this, to looking at the outcomes needed from activities to achieve this, to looking at the activities that will be required at the heart of the campaign.
Also, because the built, there are lots of existing tools that already exist that can be used to help to guide our theories of change. In the session, Brian shared the work of the Harvard Family Research Project which has undertaken extensive research to identify a number of common approaches to policy goals and activities/tactics. Great source materials to help in campaign planning.
4. Gives us a common language – At the heart of the Theory of Change approach is the need for dialogues and discussion to reach conclusions. In the use of approaches like ‘so that’ chains (where you need to articulate a logical path between the steps you’re suggesting).
Throughout the process it provides opportunities for campaigners to clearly articulate their approach, but also invite others to test and question the logic. I can see how this is really helpful in unpacking the ‘mystery’ of our campaign planning to others, and helping to answer the hard questions
5. Helps to think about the best ways of allocating resources – You’re required to put all the outcomes and activities on the table in the process, rather than selecting those you think possible with the resources that you have.
Doing that means you can look afresh at how you might resource new approaches, or think creatively about new alliances to forge. The research also has some invaluable ‘checklists’ about what an organisation needs to have the capability to undertake effective advocacy.
My conclusion. That its worth investing the time into grappling with Theory of Change because it’s got huge applicability to campaigning and that its great to find someone to help work you through an example of the approach in person.
Five for Friday – 28th September
Five great articles on campaigning and social change that I’ve spotted over the last month.
1.Innovation a process, not a destination. A thoughtful look at innovation in social change from Stamford Social Innovation Review –
2. Great best practice article from the Mobilisation Lab – How Greenpeace Brasil built the movements biggest twitter following.
3. I didn’t put together a summer reading list this year, but thankfully Casper ter Kuile has.
4. How did the ODI thinktank build a winning online communications strategy – lots of useful and practical lessons for those wanting to get research noticed.
5. In Praise of Advocacy Amateurs – another challenging piece by Kirsy McNell over on Global Dashboard.
A creed for campaigners?
After rediscovering ‘ten positive, proactive steps to build a movement‘ by Michael Pertschuk last week, I’ve been sharing them with anyone who might be interested.
I find them challenging, inspiring and deeply practical. I’m journeying with them and trying to reflect on what I need to differently every day as a result. They’re wise words for anyone in the business of trying to achieve social change.
1. Remember where you come from, that you are part of something larger. Celebrate your origins and roots.
2. Listen to the insights and experience of people who are affected by the issues and participate in the efforts. They are the real experts – amplify their voices. Keep professional experts “on tap, not on top.”
3. Keep balance in your work and personal life. Work hard, yes. Meet responsibilities, yes. Make an extra effort, yes. But also add humor and rest. Avoid pessimism and martyrdom.
4. Recognise human frailty and accept it. Set the example by not holding yourself – or others – to rigid or impossible standards that drain the organisation’s energy.
5. Motivate others by sharing responsibility, paying attention to others, and encouraging those who make the extra effort. Give praise when it is merited.
6. Model behavior, or set a good example, by fostering cooperation, sharing information with others, and encouraging others’ leadership. Don’t dominate. Leave space for others to share their knowledge and skills.
7. Insist on a calm approach to solving problems. Set real deadlines. Avoid a crisis mentality.
8. Share credit generously within the organization, sector, and among allies.
9. Be equally civil to those who share your views or tactics, and those who do not. Agree to disagree and do so without personalising disagreements.
10. Recognize that there are incremental steps in the advocacy journey. Celebrate how far a group has come and what it means to the lives of people. New experiences – like meeting with a bureaucrat, politician, or editor – are as much a success as winning a favorable policy. They build confidence and empowerment that, in many ways, are the most profound and lasting changes. Savor them.
Remember Kony2012?
It was less than 6 months ago that everyone was talking about Joseph Kony.
The result of the unprecedented success of Invisible Children’s Kony2012 film that was viewed by millions. Now the dust has settled what can we learn from the success of the film?
The International Broadcasting Trusts report, ‘Kony 2012 – Success or Failure’ is one of the first pieces of research that I’ve come across that have spoken to those behind the film and looked at the reasons for its success.
I was able to attend a presentation by the report’s author Sophie Chalk earlier in the month.
Here are few reflections.
1. Know your grassroots, know your message – Invisible Children did up to 3,000 presentations to colleges, churches and youth groups in the year leading up to the release of the film. It provided a huge grassroots already motivated and prepared to share the film.
Repeated over the last 7 years, it means that the organisation had a very finely tuned message, a result of speaking to over 3 million people face-to-face and knowing exactly what would work with their target audience.
How many other organisations have that level of knowledge about their audience built over such intense engagement?
2. Word of mouth matters – Sophie shared figures from SocialFlow, who found that in the first week of the video being launched that the ‘average’ viewer was a 14 – 18 year old girl, but by the end of the first week it was men over 40. Her theory is that this was the result of daughters sharing the film with their parents at the weekend.
Sophie also suggests that one of the reasons for its success was that sharing and talking about the film was seen as a ‘cool’ thing to do, as Ben Keesey from Invisible Children says in the report it got ‘hundreds of thousands, if not millions, of young people around the world having conversations about international justice’.
3. Follow up matters – Given the success of the film, the follow-up action to ‘Cover the Night’ on 20th April was a flop. 300,000 people registered to go out into their communities and make Kony famous by putting up posters in their communities, but in the end this hardly happened at all.
I was in Washington DC at the time, expecting to see hundreds of posters on the Saturday morning, but in reality only encountered a handful of them.
The report shares firsthand some of the challenge that Invisible Children faced. That they found that they couldn’t maintain electronic communications because their servers literally went into ‘meltdown’ as a result of the number of requests that they received.
As a result, they weren’t able to keep even some of the momentum behind the film going, sending out only a handful of communications in the weeks after the film was released. A stark demonstration of what happens when you can’t keep following up with those you’ve got interested in your campaign.
4. Keep innovating – Sophie concludes that one of the lessons behind the success of Kony 2012 was tactic of getting people to ask celebrities to send it round. It was one of the first time this tactic had been used. But as the report points out it really worked, for example on the day that Oprah tweeted the film the viewing figures jumped from 600,000 to 9 million,
Karin Brisby who was interviewed for the report says ‘It was not only sharing with friends but also with online celebrities… people like sending things to celebrities on Twitter, it’s like “I’m talking to this person”…..It’s not something NGOs do a lot – like send this message to a particular celebrity because that gives the power to the celebrities.’
5. Save the surprise – Kony 2012 was the only major film that Invisible Children planned to release in 2012, they spent over $1 million in producing it, but saw it as central to their campaigning strategy for the year, thus justifying the investment. They hoped that 500,000 people would watch it by May 1st.
Benjamin Chesterton quoted in the report suggests that others could learn from this selective approach warning of social media fatigue suggesting ‘I don’t think NGOs have an understanding and respect for audiences and they don’t value properly social networking in the way they should…..In the social media sphere you just create noise and people are trying to get away from noise. They are trying to decide whose information they want to receive. So NGOs need to be careful.’
6. Unleash the passion – Sophie mentioned in her presentation that after spending an hour on the phone with Ben Keesey she came away with a new appreciation of the campaigns passion and enthusiasm. Can we say the same in our organisations?
It’s something that is very evident in the film, as Benjamin Chesterton says in the report ‘he (Jason Russell, Co-Founder of Invisible Children who features in the film) is really passionate about this and that is what comes across and very rarely do NGOs allow individuals within their organisations to become so powerful as spokespeople.’
What else can we learn from Kony 2012? What other reports or blogs are worth reading about learning from the campaign?
Can these tools help to make campaign evaluation interesting?
Let’s be honest. Evaluating campaigning is a subject that excites few people, but it’s a really important part of the campaigning cycle.
Over the summer, I’ve been trying to think and learn more about campaigning evaluation, looking at the reports of other organisations that are available, like this one on Oxfam GB’s climate campaign, and learning about the favoured tools of funding institutions.
As you’d expect there are a wealth of approaches, but I wanted to share three tools that I found especially interesting;
Basic efficiently resource analysis – I came across this tool in the Oxfam evaluation where it was used to compare the perceived resourcing of activities to their impact on policies, political agendas or legislation. It seeks to identify the most efficient activities, in terms of achieving political impacts with the least resources.
It seems to be a really excellent way of engaging an organisation in a discussion about what works. As I understand it the report used it by surveying 200 individuals, both within and outside Oxfam who were involved/targeted by the campaign to share their opinions, so it was able to draw on the reflections of various groups. More on how the approach was developed for Oxfam here and here.
Bellwether methodology determines where an issue is positioned in the policy agenda queue, how lawmakers and other influential are thinking and talking about it, and how likely they are to act on it.
Developed by the Harvard Family Research Project, “bellwethers” are influential people in the public and private sectors whose positions require that they be politically informed and that they track a broad range of policy issues.
Bellwethers are knowledgeable and innovative thought leaders whose opinions about policy issues carry substantial weight and predictive value. The approach uses semi-structured interviews and the data helps to data indicate where an issue stands on the policy agenda and how effectively advocates have leveraged their access to increase an issue’s visibility and sense of urgency. More here.
The intense-period debrief is another tool developed by the Harvard. I thought that this tool would be especially useful, as so often in campaigning the evaluation gets left until everything is done and dusted.
The tool recognises that many advocacy efforts experience periods of high-intensity activity. While those times represent critical opportunities for data collection and learning, advocates have little time to pause for interviews or reflection. The unfortunate consequence is that the evaluation is left with significant gaps. Using focus groups or interviews its able to capture key information that might otherwise be lost in an end-of-campaign evaluation. More here.
For those interested in more on evaluation methods and approaches, BOND has produced this great list of tools that can be used. I’d also recommend this document from the Innovation Network on some more unique methods and this paper from the Harvard Family Research Project.
Happy Birthday to the Government e-petition site
The Government e-Petition site celebrated its first birthday last month, and the team at the Government Digital Services released figures about usage in its first year.
In short;
- 15,600 petition were opened, but a massive 47% of petitions submitted were rejected.
- 6.4 million signatures were collected from the 13 million unique visitors to the site.
- Only 10 petitions reached the 100,000 target that allows them to be discussed in Parliament, and all have been or are due to be debated by members of the House of Commons.
- 97.7% of e-petitions receive less than 1,000 signatures.
I had mixed feelings when the site was launched a year ago, so a year on has the site proven to be a good addition to the campaigning landscape?
Here are a few observations;
It’s got people signing petitions – I’ve not been able to find any figures for the number of individuals who’ve signed a petition and I suspect some significant duplication, but even with that included getting millions of people used to taking action has got to be a good thing.
If you’ve signed a petition here, I think it makes you much more likely to sign a petition sent to you from 38 Degrees or others. Anecdotally I’ve seen a number of the petitions shared on my social media channels beyond those who normally express an interest in campaigning.
It’s provided a clear outcome to those petitions that reach their target. Their was some concern at the launch of the site, that Parliament wouldn’t have time to debate all the petitions that reached the 100,000 signature target, but until the recent rejection of the petition launched by Virgin Trains against the loss the franchise to run the West Coast mainline, it has.
Whatever you think about the topics that have been debated as a result, its good that they’ve been debated by Parliament, and in the case of the petition to get ‘full disclosure of all government documents relating to 1989 Hillsborough disaster’ helped to push an important issue that had been largely forgotten by much of the media back into the public consciousness.
However as the Hansard Society point out ‘the system is controlled by government but the onus to respond is largely placed on the House of Commons’ and many people might be disappointed to learn that the majority of petitions are debated in Westminster Hall, where votes cannot take place and are therefore held on non-votable ‘take note’ motions. As the case of the Virgin Train petition shows, it’s an especially ineffective tool when Parliament isn’t sitting and a petition responding to a current issue gains traction quickly.
It’s disempowering for the majority who have signed a petition. A handful of petitions have been debated, but many more have fallen short. At present there are 12 petitions with between 30,000 – 80,000 signatures on them, perhaps a few of them will make the 100,000 target but most won’t. My Campaigns Totals research has shown that 50,000 actions is a significant number, but the e-Petition site doesn’t provide those who create the petition with many tools to keep those interested in the topic engaged.
They get to send an email at the close but that’s it. I’m concerned that for most they sign a petition hopeful that it’ll actually change something, but that when that doesn’t happen they’ll start to question if other forms of campaigning actually work. As the Hansard Society point out ‘if an e-petition does not achieve the signature threshold but still attracts considerable support (e.g. 99,999 signatures) there is no guarantee of any kind of response at all’. The rigidity of the system means that many are going to be disappointed.
Most campaigning NGOs haven’t launched petitions on the platform, looking through the petitions that have reached the 100,000 target they’ve appeared to have provided an opportunity for individuals or very small campaigns with fewer resources to generate support for their issue . This has often come on the back of an effective social media campaign but the number of ‘failed’ petitions should add a note of caution that this is a high-risk strategy for organisations with limited resources.
Other successful petitions have been those backed by media organisations, for example the ‘Make financial education a compulsory part of the school curriculum’16 was backed by Money Mail, a sister paper of the Daily Mail, and the ‘No to 70 million’ petition on immigration has been heavily mentioned in some parts of the media.
So what next?
The Hansard Society has some good recommendations about how the procedure of dealing with the petitions in Parliament could be improved, for example;
- The creation of a Petitions Committee with staff which would tasked with sifting petitions that secure lower levels of support to ensure that, where appropriate, relevant petitions are, for example, still tagged to debates, that MPs are made aware of their existence, and petitioners receive some form of feedback.
- The Petitions Committee and its staff should respond ambitiously and flexibly to petitions, embracing the full range of parliamentary processes for consideration of them.
- Using petitioner postcode registration data to develop heat maps on the website to help MPs and others identify issues of specific concern to a community.
I’d also suggest that while the site has seen some innovation to it since it was launched, for example the inclusion of a ‘trending petitions’ section on the homepage to help you identify those that have been most active in the last hour, lots of other changes that were suggested at the launch haven’t been included which would help to make the site more engaging for petitioner to use.
Finally, I think as a sector we need to be doing more to help provide those looking to take action with information on if this is the most effective tool to use, this is in part being done by organisations like Change.org and 38 Degrees who allow people to create their own petitions, but others can do more to help inform these decisions and support the many campaigns that don’t actually need 100,000 signatures to deliver change.