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Timeless tips for any campaigner

They say that you shouldn’t “judge a book by its cover”, well in the case of ‘101 Ways to Win An Election‘by Mark Pack and Edward Maxfield it’s advice I’d give about the title.

This isn’t just a book about how to win the election – although it’s full of that from two experienced political campaigners if you’re looking for it – but it’s also got some great tips for anyone about how to win campaigns.

Some of the early chapters on strategy and messaging have some brilliant lessons that all campaigners would do well to remember.

Reading it was a refresher into some simple and timeless truths for all campaigners. Here are my top 10;

Have a strategy that is written down – create a strategy by making choices, about what you’re going to do – and also what you’re not going to do as well. Write it down. Ensure it has a purpose – the change you are looking to achieve, and a plan to achieve it. Ensure that your plan is plausible and that you can trace how that sequence of events could happen.
Remember most of the time your audience isn’t paying any attention to what you’re talking about – your audience lives busy lives, and they’re often largely disconnected from the issues that you’re passionate about. You only have a brief moment to intrude on their lives and make your point to them. Ensure that you have a simple and emotionally compelling message.
Avoid being a missionary or a martyr – A missionary is someone so full of campaigning zeal they fail to see how far their own priorities are from those they’re looking to engage, while a martyr is someone who believes the electorate is wholly wrong for not holding their own position. Sometimes we can be guilty of falling into either trap.
Remember most of the time your audience isn’t paying any attention to what you’re talking about – normal people don’t spend most of their time thinking about politics. The repetition of your message is OK. Appeal to the emotional as well as rational mind. Detailed evidence-based slide decks will only get you so far.
You don’t win people over to your cause by attacking them – so look to build common ground, and always give someone a path of retreat to look good if they change their mind.
Be flexible – remember the old adage that “no battle plan survives contact with the enemy“. Always be ready to adjust your plans.
Build a team – however efficient and effective you are, you only have 24 hours in a day. Teams mean more people getting more work done, and different perspectives to help to make better decisions.
Remember you are not your audience – firstly, they do not pay as much attention to politics as you (are you spotting this as a theme!). Invest resources in developing an understanding of what they think and why.
Follow media coverage of what’s happening around you – your campaign doesn’t exist in a vacuum, but when you’re busy it can be easy to stop paying attention to what else is happening. Monitoring the media can help you spot new opportunities or avoid avoidable challenges.
Borrow from other fields – look at how other successful campaigners campaign, but don’t stop there. Learn, adapt – and succeed from reviewing what others do.

The Engagement – 10 lessons from the US campaign for same-sex marriage

The Engagement is Sasha Isssenberg’s (author of the Victory Lab which is another must-read) latest book, and it’s the authoritative book on the campaign for same-sex marriage in the USA,

An absorbing if long read that wonderfully intertwines the stories of those involved in the campaign, with the lessons and reflections on what did and didn’t work for the campaign.

It’s a great contribution to a lot of other useful writing on the campaign (I’d also recommend this) and I’d really recommend a watch of some of the online discussions that Sasha did as part of the promotion of the book, or a read of this.

As I read the book I noted down a few of the lessons that I think are applicable to all movements – most from the winning side, and one from those who opposed it.

Set out a clear plan for victory – advocates came together on multiple times to set out their shared strategy and playbook. The book makes it clear they didn’t always agree on the approach, but nevertheless spent time developing collective plans together and understood the role that different actors were going to play.
Together they set out a ’10-10-10-20′ strategy looking at how the approaches in different States and the tactics and resources needed. I was struck by the sense of farsighted the movement had been.
If you’re not getting anywhere with political processes, build pressure from outside politics – advocates for a time focused on corporates to try to recognise the rights of their gay staff to access healthcare for their partners and other rights to grow pressure from other routes on political decision-makers.
Build a funding infrastructure committed to the 4 ‘multis’ – multi-year, multi-state, multi-partner and multi-methodology. I hope many movement funder will read the book – it’s a reminder that if we just aim to fund a slice of what we think is needed we will probably fail.
Learn from past issues and campaigns – advocates spent time learning from the success or failures of others movements in the US such as abortion rights activists. We need to be students of what others have done, so we can learn and apply what might work for us.
Recognise the importance of divergent tactics – “there are many methodologies for social change and we really need them all pulled together in partnership and working to make the whole greater than the sum of the parts”. That can be uncomfortable when working in movements, but we shouldn’t forget it’s importance for our collective impact.
Obsess about what works – advocates established the Movement Advancement Project to assess the effectiveness of what approaches were working and not – and help funders to surge behind those that were.
Focus on messaging as well as operations – ensure you’re clear on who your audience is, and continuously develop your messaging. “no matter how many people you train and deploy to go canvassing, if you can’t figure out your message, you are dead in the water”
Try new approaches – that helped the movement develop it’s ‘deep canvassing’ approach which focused on interactions that where seeking to change the views of voters as opposed to simply focus on identifying new and existing voters.
And one lesson from the opponents – trendspotting – opponents of equal marriage had a well resourced campaign, but also benefitted from a network of individuals within their network who effectively acted as trend-spotters. Looking for up-and-coming issues ready to make the jump from niche policy interest to mass concern.

10. Ask tough questions – finally, reading the book reminded me of this excellent article on questions proponents were forced to ask themselves and honestly answer, which seem vital to any successful

A brief typology of corporate campaigning

I’ve been thinking a little about different models and approaches to campaigning towards companies and corporate targets over the last few months, and as part of that came up with this short typology.

It’s not complete, so I’d welcome additions in the comments below to add to it, and h/t to my colleagues Andrew and Rachael who contributed to this;

Consumer pressure – When a consumers or customers are encouraged to take action directly to a company to account for their actions. Lots and lots of examples of this – some focusing on getting consumers of a specific brand to take action, others focused on mobilising those concerned about an issue. The Tearfund’s ‘This is a Rubbish Campaign‘ is an example of this – I love the idea of getting supporters to send their single-use plastic bottles back to Coca Cola. Lots of the campaigning that platform Sum of Us have traditionally done would be another example.
Adbusting – use of art to subvert a well-known brand to highlight the hypocracy of their actions. I’ve seen lots of this happening in the climate space at the moment (see photo at top of article) trying to put the spotlight on the greenwashing of so many travel firms around climate.
‘Social license’ campaigns – when the focus is on getting institutions (often in the cultural, academic or sporting space) to walk away from bad corporates and remove the . For example BP or not BP –which has put pressure the Royal Shakespear Company and the British Museum to drop BP as a sponsor, or the focus on removing gambling brands from football shirts.
Campaign partnerships – when a corporate uses its platform to ask consumers to take to engage the public on an issue – this can be on a wider issue (see Ben and Jerry’s on refugees) or on a specific benefit to the brand (see Uber and City Hall in London). Lots more on this as a theme here.
Ratings and rankings – A well used approach – publishing lists of corporates and their performance based on a set of criteria. The aim being that corporates will want to be driven to move up the rankings or stay at the top – see this from a Australian charity, Baptist World Aid on clothing companies, or this from Oxfam and their Behind the Brands campaign on food companies.
Shareholder pressure – buying shares and using them to push for change at AGMs/through resolutions. Share Action are absolutely brilliant at doing this and have a track record of success over many years.
Direct action – preventing the operations of a corporate by actively disrupting their supply chain/distribution network.
Product boycott – a boycott of a specific product or service, see the Nestle boycott that started in 1977 for it’s aggressive marketing of baby foods around the world in breach of international marketing standards and continues today. Also buycotts (h/t Pete Moorey) using consumer buying power to shift markets – for example the Which? Big Switch in 2021 on energy.
Advertiser pressue – targeting those who advertise in media outlets (papers, blogs, etc) or online, and encouraging supporters to ask advertisers to remove their adverts from those outlets or sites. This is an approach so Stop Funding Hate have used effectively in recent years. Closely linked to ‘social licence’ campaigns.
Employee pressure – Directly working with employees to put pressure on their bosses to change policies. See Amazon employees on climate and more here. Also working through unions to put pressure on their employers – see this with Civil Servants opposing the current Home Secretary on Channel crossings.
Leverage – When you campaign against decision maker A in order to target company B. Examples are usually economic boycotts like divestment campaigns, ‘banks: don’t finance fossil fuels’ etc. But there’s other types that aren’t really captured in that. For example, in the past Unite the Union got the Conservatives to threaten BA with a Heathrow landing slot review if they didn’t roll back their fire-and-rehire plans, and it’s a tactic their new General Secretary, Sharon Graham, wants to do more of (see below)

Wouldn’t say using ‘leverage’ is a radical approach but this snippet from The Economist on the approach of new Unite GS Sharon Graham to win is insightful.

Important reminder for all campaigners to look beyond approaches we’re most used to using

>> https://t.co/gsxkZ49k9Y pic.twitter.com/JqXrK4X1ah
— Tom Baker (@MrTomBaker) September 2, 2021

And some great examples being shared on social media to grow this list;

Recruitment pressure – suggested by Ben in the comments below. Targeting a company’s stand at a recruitment fair to say why they’d look embarrassing on your cv one day, or asking venues such as universities not to invite particular companies – a good recent example of that at work here for Shell.
Legal action – suggest by Pete and Claire on Twitter. Bringing cases through the courts to hold companies accountable for their actions. This example of using UK court to make UK registered tobacco companies accountable for their actions in Malawi.
Regulatory action – getting the government to create new frameworks to operate – a systematic way to make change as doesn’t require convincing each company in turn to change, and important when reputation is less connected to share value. (also suggested by Pete and Claire on Twitter)

So that’s 11 15 ideas, but I’d really welcome more – please do comment below and I’ll add to this over time 👇👇👇👇👇

Brexit – some immediate thoughts for campaigners

It’s been a difficult fortnight.
From the murder of Jo Cox MP, someone I didn’t know personally but had worked with a huge number of my friends and was a tireless champion for many of the causes that matter to me, to the Brexit vote and the ongoing political fallout from it, it’s hard to identify a more difficult couple of weeks in my professional career.
Judging from the news from the last 24 hours it’s not ending yet, but here are a few initial thoughts for campaigners – I suspect these will change in the coming days and weeks!
1. Be intentional about focusing on self care – I sent this to many people I worked with on Friday. We’re in turbulent times and they’ll require us to organise, but we can’t do that without looking after ourselves. We really do need to be in this for the long-run. This is also really good on the topic. Getting together, taking time off from social media, building community are all things that matter more than ever before.
2. Get out of the city and into the country – Many have written eloquently about the implications of the divisions or splits between the parts of the country that voted for Remain and Leave. This polling from Lord Ashcroft is useful to get a sense of the difference in views on a range of issues.

For all campaigners, if we want to grow support for our issues then we have to do that amoung enough groups to demonstrate their are political gains to be made from backing our issues – to do that will mean getting outside of the big cities. Failure to do so and there is a risk that the issues that we’re campaigning on are seen in the same way that the Remain campaign was, as part of the elite establishment.
At times like this I can’t help but think of the example of Shelter who deliberately sent there teams out and about to marginal seats to test their key messages for their 2015 election housing campaign, or Invisible Children who while found success Kony 2012 but honed their message from years and years of presentations to groups of young people.
Both are examples of campaigns that got the need to understand the way to build support is to get out and understand the public they’re looking to support their campaign.
3. Talk to people – On Wednesday evening I heard from academic Josh Kalla talk about research he’s done with community organisers in LA to prove its possible to change minds on transgender people through deep canvassing – they’ve found that from persuasion conversations you actually can change the minds of people.
But deep canvassing not only requires time and people but also listening and sharing personal stories – all resources that require investing in and are perhaps in short supply.
One of my criticisms of the Stronger In campaign was its apparent obsession with high-visibility campaigning like street stalls and leafleting outside stations. While they might have been a necessity given the resources they had, it never felt like a strategy for connecting people with personal reasons to vote Remain.
4. Recognise that expert voices don’t cut through to all – The Stronger In campaign has spent most of the campaign telling us how many experts were for Remain. I’m sure that was backed up and informed by polling, but as the polling below shows for a myriad of reasons many people don’t trust ‘experts’ any more. It means we need to think again about our messengers as well as our messages.

5. Bring our issues together – Our campaigning can sometimes pit one issue against another, but in wake of the referendum we need to explore how our campaigning issues are connected together and actively finding common cause. It’s a strong finding that comes out the Networked Change report (which I need to write more about) that those networks that are more successful are ones which cross movement boundaries – we need to find ways to connect issues together.
6. We are the leaders we’ve been waiting for – In the coming weeks and months we’ll need to organise ourselves with plans and strategies that respond to the situation we find ourselves in. Sometimes I live in the belief that others will be the leaders to help navigate a path forward, but if you’re reading this its down to you, me and other campaigners to explore solutions that allow us to do that.
7. We have #MoreInCommon – On Wednesday afternoon I stood with 5,000+ others in Trafalgar Square to say that we have #MoreInCommon to celebrate the life of Jo Cox. The event, which was one of 20+ around the world, was organised in just 5 days by friends and colleagues of Jo Cox. None of those friends wanted to be organising the event in such circumstances, but the way they went about wanting to celebrate the life was inspiring, helping to ensure the message from Jo Cox’s maiden speech that ‘We are far more united and have far more in common than that which divides us’ was shared. It’s a message to hold onto in all of the current uncertainty.

Organising to build power – reflections on Hahrie Han skillshare

Yesterday I had the opportunity to spend a day learning from US academic and trainer Hahrie Han on how we can organise activists. It was a cracking day alongside 50+ other campaigners, full of lots of thought provoking, challenging and inspiring content about how we can work to organise activists to deliver change.
It’s part of a series of events that Hahrie is doing while she’s here in London, this evening Hahrie is giving a lecture in conjunction with the University of Westminster. While the lecture is fully booked you can watch a free web stream of the lecture from 5.30pm today (31st March) here.
Walking away from the day I’m struck by a few lessons that I want to dig into more in my work.
1 – We need to get comfortable talking about transformation and power – Perhaps its our British reserve but because the word transformation seems to be associated with religious fever, while power is seen as a battle between good and evil, we don’t feel comfortable talking about them.
But as Hahrie suggested ‘movements build power not by selling people products they already want but instead by transforming what people think is possible’. We need to help people believe that transformation is possible and that starts by talking about it.
When it comes to power, we spent time considering the work of Steven Lukes and his Three Dimensions of Power. Lukes argues that power is exercised in three ways – visible, hidden and invisible.
Visible power is what we see happening in voting in elections or in Parliament – it’s perhaps the form of power that as campaigners we spend much of our time considering – how can we get MPs to vote for our issue in Parliament for example, but invisible power are the factors/beliefs/assumptions about how the world works that are often imbedded into our institutions.
Campaigners can spend lots of time talking about how we can overcome visible, but organising requires us to consider invisible power that prevents challenging the status quo. We need to spend more time talking about and wrestling with where power really is, and strategising on how we respond.
2 – Agency is about autonomy as well as competence – Agency is the ability to achieve purpose – and in most western countries individuals sense of agency is declining. We’ve often see increasing agency in those we work with as simply providing people with the skills they need – so they have competence to go out and make the change we’re looking for – perhaps because they’ve been trained to use a particular tool or approach.
Hahrie suggested that agency is not simply about make people feel they have the competence to use a tool it’s also providing them with the autonomy to use those tools – the space to act on it free from the control of an organisation.
3 – Good organisers are not always the first to put their hands up – Zack Exley one of Bernie Sanders lead organiser has spoken about ‘the tyranny of the annoying‘ when the worst people with the most time on their hands take over, and when it comes to picking organiser the same could be true.
Good organisers aren’t always those who are the first to volunteer, they can just be those with time to get involved, but instead individuals who have an ability to learn and reflect, are able to hold the juxtaposition between pain (the challenge of injustice) and redemption (hope that it can be overcome) and relational capacity.
4 – What brings you into belonging to a community – Growing up in a church community, I spent lots of my teenage years in debates about if becoming part of the church meant that you have to first believe then behave before you could belong. There is a growing conversation in church circles that actually the focus should be on belonging, and from that behaviour and belief will come. See below for more on this.

For many who come into activism the same is true. We often assume that people’s engagement in our issues comes first from a belief in our message and from that becomes the behaviours (like taking an action) and belonging (forming your support for an issue as part of your identity).
But evidence from pro-life activism in the US suggest it’s the other way around. Half of those who got involved in pro-life activism were indifferent to the issue when they first got involved, instead they did so because they were looking for community or invited by a friend. The belonging came well before the believing, are we creating activism spaces that encourage belonging?
5 – It’s not just about how profitable an organisation is – When it comes to metrics of success, we should take the same approach that financial analysts who don’t just judge the performance of a company in a given year on the profits they’ve made, but also the assets they have which inform their ability to make future profits for an investor.
Should the same be true of our approaches? Focusing on the wins achieved (the profit) but also the capacity going forward (the assets) which will inform the change we can deliver in the future.
There was lots of other insight wrapped up in the day, but I also walked away with some very practical reflections;

We need to be finding our own community of academics and practitioners who are researching this – most of the literature that we covered was drawn from the US (and even then the body of work is fairly small). We need to find academics in the UK who want to dig into what’s working and not working here.
It’s about mixing up and learning from different disciplines – Across the day we drew on insights from a range of approaches as wide as behaviour psychology to those teaching at business schools. Campaigners and organisers would do well to learn from across academic approaches.

For those who joined the skill share or the lecture, I’d be interested in learning what you’re thinking.

My campaign lessons from 2015

From winning a historic commitment to enshrine 0.7% on overseas aid into law, to being part of a global movement that mobilised 31 million people, to seeing friends celebrate success at the climate negotiations in Paris. 2015 has been a busy but brilliant year for me and my team at Bond.
Personally it’s also been a year of change, I became a father for the first time (proud father picture above), stepped back from being involved in the Labour Party at a time membership in the party surged (if you’ve just joined read my advice here) and tried to blog at least once a fortnight!
As we head toward the Christmas and the end of 2015, I’ve been reflecting on the lessons that I’ve learnt from the work I’ve done over the last 12 months.
1 – Winning is great – Development campaigning can sometime feel like change is secured by the inclusion of a paragraph here or a commitment announced there – all important but . So being part of the winning Turn Up Save Lives campaign was an awesome feeling and a moment to celebrate. Fast forward 9 months and I had the opposite feeling when despite mobilising hundreds of local residents to welcome refugees to Wandsworth the council rejected the plan. The ecstasy of winning and the agony of losing are the best fuel for campaigning.
2 – We need to say thank you – to our supporters, to our activists and to politicians when they deliver what we’ve called on them to do. To those you work alongside in your movement.
3 – It’s vital to get outside the bubble – One of the most enjoyable things I’ve done this year is take 5 days to drive a VW Camper Van around the country talking to people in city centers about the Global Goals. It was a good reminder that our issues aren’t front and center of people’s minds. Its something that I’ve experienced on the doorstep as well – most of the public aren’t interested in our issues. We all need to get out and about talking to Joe Public on the High Streets and Cul-de-Sacs of the UK
4 – Be movement generous – When I started the year explaining to people that the action/2015 campaign would be based on a ‘flotilla’ approach many weren’t convinced. The idea was we would agree on broad objectives and coordinate loosely around tactics but allow organisations to keep their own brand and not create a strong coordination structure. But the approach has worked remarkably well. The formal evaluation will capture all of the secrets of its success, but for me one of the key elements has been the commitment to movement generosity among those involved. It’s not always easy, but one of my keys to successful coalitions.
5 – Persistence pays off – Turn Up Save Lives was a campaign that had its roots in mass lobbies of Parliament in the 1980. The decision by Obama to reject the Keystone XL pipeline was a victory for a 5+ year campaign. It’s easy to get caught in 12 month planning cycles for our campaigns, but both are reminders that change can often take a lot longer.
6 – Elections change everything – Sure, perhaps none of us saw the result we got but the outcome of the UK General Election has changed the political dynamics dramatically (my initial thoughts here). I’ve spent my whole campaigning career under a Labour or Coalition government, and there aren’t many people around who ran campaigns under the Major government in 1996. Adjusting to the new political landscape is critical, for example the one individual I wished I’d spent more time campaigning towards over the last 5 years – George Osborne. The Comprehensive Spending Review in November showed he’s the one making many of the key political decisions in the current government.
7 – Spending time learning from disruptors – some of the most successful campaigns this year haven’t had a single NGO involved in them. Remember the milk price protests across the summer, or seen how Uber have pushed to get TfL to change the regulations of taxis in London. Both successful examples of using campaigning tactics to deliver change – and that’s before you look at the wins that change.org has delivered.
8 – Time to think about new approaches – the calendar has been packed with ‘moments’ this year – from UN Summit, to Election, to Climate Negotiations but is it time to move away from ‘moment’ focused campaign that we’ve grown comfortable with. The same goes for our tactics. I’ve spent lots of time reflecting on if we need to move away from petitions and do more to invest in our grassroots networks of activists. More to think about in 2016.
9 – Take M&E seriously – M&E isn’t often described as motivating and exciting, but as this excellent report from my colleagues at Bond suggests we need to be putting them into the public domain where they could more easily be used to improve the international development programmes of the future. It’s time as campaigners to do the same, to take M&E seriously (here are some thoughts on how to do that) and start sharing our evaluations.
10 – Take a break – I’ve been terrible at taking my own advice from the start of year. Time to start thinking about 2016 resolutions!
Finally, on a personal note, it’s been a record breaking year on the blog. Thank you to everyone who has commented, tweeted posts, signed up for email updates or just take the time to say they enjoy the blog. They’re all hugely motivating to keep going. I’m looking forward to 2016 where I’ll aim to continue to bring you regular posts on what’s happening in the world of campaigning.

6 campaign lessons from Obama's rejection of Keystone XL

Climate activists in the US secured a HUGE win last week, when President Obama rejected the building of the Keystone XL pipeline because of it’s impact on climate.
I’ve written before about the campaign and my admiration for 350.org, the organisations who have been behind so much of the campaigning. In the last few years, the pipeline has become a focal point for much climate activism in North America and beyond so the Presidents rejection last week is big win.
So what can other campaigns learn from this success? The first 3 lessons come from this brilliant video by 350.org co-founder and senior adviser Bill McKibben.

1 – Build a diverse coalition – the first people involved in the campaign were ranchers from Nebraska and First Nations communities in Canada, perhaps not your usual climate activists then came students, scientists and many others. The distributed organising model that 350.org uses for its work, which is brilliantly captured in this post, lends itself to involve many different groups building locally as well as in Washington.

2 – Put your body on the line – right from the start of the campaign those involved have used peaceful, non-violent direct action at the heart of their approach. Together thousands of people have risked arrest, creating headlines and helped built a movement. The first period of direct action was deliberately timed when Congress wasn’t sitting to create a story, but since then they’ve kept the issue in the headlines by mobilising groups like the Sierra Club, celebrities, faith leaders, scientists and many others to get involved in non-violent direct action for the first time.
3 – Be creative – From circling the White House with a giant pipeline, to a Cowboy Indian Alliance protest on the National Mall, to the use of Obama’s campaign imagery in its graphics, the campaign has put creativity at the centre, providing lots of memorable images and moments.
I’d add a couple of others;
4 – Provided an abstract issue with a rallying point – Climate campaigning can be complicated with many of the policy solutions hard to mobilise around, but as David Roberts writes Keystone XL provided ‘clear villains, unambiguous markers of success, and local impacts that help draw support from other affected communities and demographics’.
5 – Drew on other movements – Those involved in Stop Keystone XL have a strong sense of where they fit within wider social justice struggles, as a result they’ve encouraged Keystone activists to get involved in Black Lives Matter protests, and invited those involved in the campaign to repeal ‘”don’t ask, don’t tell” in the US military to advise them.
But the final lesson goes to McKibben.
6 – Never Give Up – Remember when the campaign started, many climate activists in the US were bruised by the simultaneous failure to get domestic climate legislation passed (well documented here) and the collapse of the 2009 climate negotiations in Copenhagen, but the victory against odds is evidence that as Roberts writes ‘social change is nonlinear and devilishly hard to predict’ but yet ‘an important part of the most important fight in the world’.

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Speed, Sophistication, Structures and Space – 4 trends that will define the future of campaigning

In my role as Head of Campaigns and Engagement at Bond, I was ask to write about the trends that will impact the campaigning of members over the next 5 years, and what it means for our work to support members to campaign brilliantly. I came up with the following;
1 – Speed
The first campaign I was involved in was Jubilee 2000. I remember the record breaking petition, the sense of excitement as the latest Christian Aid News would come through the letterbox with an update, and the delighted when we heard we had succeeded in getting the G8 to cancel the unpayable debt.
It took the Jubilee 2000 campaign over 2 years to collect the 22 million signatures that formed the record breaking petition handed to G8 leaders. Anyone who collected those signatures will talk of the hours spent collecting petitions in churches, at street stalls and in student unions bars across the UK, winning the signatures one conversation at a time.
Fast forward to today, where it’s possible for a partnership between Guardian and Change.org to generate 250,000 signatures on FGM in 20 days, and many Bond members are able to generate tens of thousands of emails in a matter of days or weeks. Campaigning organisations able to launch a campaign in a matter of moments in respond to the latest event or news headline.
But while campaigning is getting faster, we’re also seeing a rise in slow activism? Organisations like the One Campaign and Tearfund are encouraging supporters to write handwritten letters to MPs around the recent legislation on 0.7% or All We Can encouraging supporters to stitch mini-protest banners ahead of London Fashion Week, part of creative ‘craftavist’ movement, which encourages reflective action that seeks to change the participant as much as it does the world. I think we need both within our movement, and a willingness to learn from both approaches.
2 – Sophistication
We know more about our supporters than we ever have, what actions the like to take, what topics they’re interested in, if and when they’ll open their emails from us, and as a result we can target our campaigns in more and more sophisticated ways. A recent report suggested “neuro-campaigning” following politics and advertising to use a better understanding of how our own brains work to persuade people to take action. With all this evidence, as campaigners we need to continue to invest more and more in testing of our messages and tactics before we share them.
A focus on what tactics to use, shouldn’t mean we overlook the importance of theories of change at the heart of our campaigning, including challenge ourselves to ask if we’re too focused on targeting our campaigning towards MPs, Government Ministers and UN bodies, or if we should follow Action Aid focusing on local councillors, or corporate divestment championed by Share Action and 350.org, or local media like RESULTS.

3 – Structures
As much as we need to build campaigning structures that are fit for a digital era, we shouldn’t overlook the importance of investing in an active and vibrant grassroots network. For me it’s always been the hallmark of our movement, the local activists that collect names on petitions and meet with their MPs.
I want to learn from groups like 38 Degrees, about how they mobilised 10,000+ volunteers as part of the Days of Action on TTIP, or Toys will be Toys, an entirely volunteer led campaign about how they’re successfully joining up offline and online actions.
A focus on structures should not only be about how campaigns are organised, but also about challenging the very structures that perpetuate inequality and poverty. While we should take advantage of opportunities like the recent Private Members Bill on 0.7%, but the danger in focusing on ‘the little big thing’ is that we risk not building public understanding about the root causes of poverty that should be central to our campaigning.
4 – Space
The Lobbying Act or comments by the former Charities Minister that we should ‘stick to knitting’ reinforce to me that we’re seeing a narrowing of the political space campaigning organisations have to advocate. I believe we should feel proud as a sector of the positive impact our campaigning has had on the lives of the communities we work with. We should all fight to protect it.
Before starting at Bond, I helped to found Campaign Bootcamp, a training programme for those looking to start a career in campaigning. We were overwhelmed by the generosity and enthusiasm we found to help us. That experience has shown me the strength of the community we have, committed to work together to share and help each other.
This is an edited version of an article first published in The Networker available here.

How to stop your campaign falling off a cliff…

As campaigners, we can be like Wile.E.Coyote running so quickly that we ignore the impending cliff.
With summits on what replaces the Millenium Development Goals and another on Climate Change in Paris in December, plus a General Election, it’s fair to say that 2015 is a huge year for anyone campaigning on development.
Lots of brilliant campaigning is taking place, but when you’ve adopted a focus on a number of key moments, how do you avoid loosing the momentum and energy once that key summit has happened, or if negotiations don’t go your way.
Ensuring that your campaign is prepared not to ‘fall off a cliff’ is easy to overlook in the busyness of activities.
Here are a few thoughts on how to avoid that happening;

1. Acknowledge the risk – Be aware that the process that you’re trying to influence might not deliver all that you want it to. Things outside of your control happen that you can’t foresee. I’m amazed at the number of campaigns that haven’t given any thought to ‘what next’.
2. Commit resources – It doesn’t need to be much, but ensure you’ve held back some resource to ensure you’re ready for the day or week after. I remember in 2005, the plan for Make Poverty History was to focus on aid and debt up until the G8 summit and then move to focus on trade justice ahead of a WTO meeting in December, but after we’d put all our energies into mobilising 250,000 people to pressure the G8 in Scotland we didn’t have many people around to help plan for the next big push.
3. Build something that will last beyond – Campaigns moments come and go, but too few campaigns focus on building the infrastructure needed to win again and again. Be it re-energising local groups, building public support or raising understanding amongst decision makers ensure that your campaign is creating the conditions to ensure your next campaign is more likely to succeed.
4. Be honest with your campaigners about what’s going to happen and what happened – Let’s be frank. Make Povery History or Stop Climate Chaos might not have been the strap lines for campaigns. The framing suggested the possibility of something wasn’t achievable in a year or two. So let your campaigners know its a critical moment for action, the ‘crisistunity‘ is after all a great way of getting people to take action, but be honest if it hasn’t succeeded or there is more to do.
5. Map out possible scenarios – Take some time out of running your campaign to explore what might happen. Think through a few scenarios, some ‘what if’ options with a plan of what you’d do to respond to them. Scenario planning is an approach used by many to work out how they’ll respond before it happens (and what worked/didn’t work) but I don’ think widely adopted in the campaigning sector. Put your plan through its paces before the big moment.
6. Take time out yourself – There are no wins from burn out. Even in the busiest times we need you to be ready for the next campaign. If you’re in the heat of a campaign, it’s not your responsibility to plan for what next as well, although you probably want to make sure someone is thinking about it. So book time off after the big moment your working towards and time out in the weeks leading up to it.
7. Plan to evaluate – Sure, you’re busy, you have no time to reflect on what’s working, but the best learnings are, in my experience in the busyness of the moments, make sure you capture them. The Intense Period Debrief is a great way to approach this as a team.
8. Don’t stop at the announcement – Success. You’ve got the decision you’ve long been campaigning for. Congratulations but remember inplementation doesn’t automatically happen. Dial down your campaigns by all means, but keep following the process.

11 lessons from #TurnUpSaveLives

Yesterday, I was able to celebrate (with loads of others) a huge campaign victory.
Over the last few months, one of the campaigns that has kept me busy has been #TurnUpSaveLives, a push to enshrine in law our commitment as a country to spend 0.7% of our national income on international development.
It’s been hard work (with lots of spreadsheets), but I’ve been fortunate to work alongside a great team of colleagues from 20+ organisations.
The bill, which was brought to Parliament by a Private Members Bill from Lib Dem MP Michael Moore, has now passed through the House of Lords and should receive Royal Assent before the election. It’s a big win.
I’ve learnt a lot from the campaign, here are a few brief thoughts;
1. A week really is a long time in politics – Days before both the second and third reading, we were still short of the 100 MPs we need to commit to attend, as campaigners it felt like we were running out of time but turns out the MPs are used to making changes to the diaries at the last minute, so a week really is a long time in politics!
2. Movements take time to build – I really enjoyed reading this reflection from Steve Lewis from Results UK, a reminder that the ‘movement’ calling for 0.7% goes back over 30 years, and Steve’s personal memories of a lobby of Parliament in 1984 calling for 0.7%. The votes were the culmination of the campaigning that started over 30 years ago and had grown, often working on other related topics (debt, trade, tax) but coming back when needed to 0.7%.
3. Make sure you know the process – Private Members Bills (PMBs) aren’t like normal bills that are driven by the Government, so understanding the Parliamentary procedure was vital, for example PMBs require you to get at least 100 MPs to attend on a Friday (when most MPs are scheduled to be in their constituencies), have to pass a Money Resolution (where Parliament has to agree to spending money on what’s being proposed), and the outcome of the Second Reading is used to decide the composition of the Bill Committee.
It was vital to use supportive MPs to help us understand what to expect to make sure we didn’t miss an opportunity, as well as making use of the helpful Parliament website where you can track the progress of the Bill.

4. Opportunity Cost – For MPs to be in Parliament on a Friday, especially close to the election meant not attending a community event or meeting potential voters. We had to find ways to reduce the opportunity cost for MPs not being in their constituencies, for example we had a Lifesavers gallery where we publicly acknowledged (and thanked via twitter) who was attending, organised a photo moment with a celebrity to help MPs secure local media coverage, and placed a big emphasis on constituents writing or visiting MPs to ask them to attend.
5. Using Twitter – We got #turnupsavelives trending twice on the day of the Third Reading in December, it was thrilling, but looking through the tweets it proved that twitter can be a bit of an echo chamber, with most coming from those who were involved or supportive of the campaign.
However, where we did find twitter useful in the run up to to thank those MPs who had committed to attend or ask those who hadn’t to do so, as well as thanking those that did attend. Encouraging organisations to use their corporate accounts and also those of CEOs or other senior staff worked well, turns out MPs like to be thanked by NGOs. Having access to an in-house designer at Global Poverty Project to quickly turn around images we could share was invaluable.
6. Precedent – Often we’re campaigning were about looking to change somethings, but setting a precedent is one of the most overwhelming reasons not to do something for a politician. We found that early on in the campaign our hope to get parties to whip their MPs into attending was unlikely to happen, Labour doesn’t whip on Private Member’s Bill and didn’t want to set a precedent by doing so for this bill. So finding examples of where a party has done this before is really useful in demonstrating that you’re not asking to set a precedent in supporting your ask.
7 – Don’t forget to say thank you – I remember a MP once complaining to me that after he’d voted for something a campaigning organisation had asked him for the next letter he got was asking for something else. Its easy to forget to say ‘Thank You’ for MPs for voting (and we didn’t do enough after the second reading in September) but come the Third Reading, having a graphic ready to share the names of MPs who’d turned, sending cards from supporters, getting on the phone to key MPs, and writing letters from CEOs ensured we were doing all we could to show our appreciation to MPs who attended the vote.

8. Insider/Outside – The campaign was a great example of how insider and outsider tactics can work together. We needed to be mobilising constituents to email, tweet, call and visit MPs asking them to visit, that helped to create a belief that and a constituency of support, but we also needed to be working the corridors of Westminster, understanding the positions of the different parties, providing the arguments about why we need, getting CEOs to call key MPs to use their influence to make sure we reached enough MPs pledged to attend, etc.
9. Building the right coalition – We didn’t spend lots of agreeing how the coalition was going to work, instead we kept our structures lean and simple forming three groups (one for campaigners, media and public affairs colleagues) with central coordination from Bond. The Turn Up Save Live. We worked to ensure that we tried to get as many organisations involved, including Unions and Faith Leaders. On reflection, we could have done even more to build a unusual coalition in support.
10. Supporters loved it – Lots of organisations reported that the actions they’d invited supporters to take was one of the most popular actions, I think everyone enjoyed the binary nature of the campaign, that your MP was either going to turn up or not, rather than the indirect actions we’re often asking supporters to take appealed to people.
11. Working with Lords is completely different – That’s for another post, but we learnt quickly that the same approach wasn’t going to work. Lords need to be engaged in very different ways.
Want to learn more? I’d be delighted to come and speak to your team based on the learning from the campaign.