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Goals, Strategies & Tactics
Assessing the big picture, focusing your campaigns, and everything in between.

Communications & Policy
Much of what we do to mobilize others, is to communicate and educate about our issues and campaigns, to invite wider discussion and participation.

Solidarity-Working with Others
How to work with everybody, and let everybody work with you.

Volunteers
How to recruit volunteers, and make the most of their efforts.

Organization
You know why they call us organizers? Because the better organized we are, the more we can accomplish.

Actions
All the things we can do to improve the environment, like recycling, eating organic, a clean-up, rally, teach-in or civil disobedience.

Goals, Strategies and Tactics

One of the most important factors in success, is picking the right campaign for the right time.

Broadly speaking, strategies are medium to long-term goals (2-20 years), and tactics the many steps taken to get there. Both should be thought about carefully, again and again.

It helps immensely to have justice on your side, because people are inclined to support a righteous cause. As becomes clearer with each passing year, environmentalists are on the right side of the issue. That helps.

To a certain extent, tactics are created "on the go" to take advantage of situations as they arise. But for the most part, tactics are pre-planned in a timeline that builds momentum.

For example, if an end to clearcutting in BC is the overall strategy, then some tactics might be a European boycott of clearcutting corporations, securing local timber licenses, purchasing a forest for a land trust, or a local blockade. Tactics are short to medium term, one day to a few years.

It pays to constantly be aware of the shifting political framework, and be prepared to change one's strategies and tactics accordingly. For example, September 11, 2001 changed everything; especially for peace activists.

Here are some of the issues to consider in developing and shifting your strategies and tactics:

Campaign management: plan well in advance, evaluate frequently, and be prepared for changes
Crisis management: when crisis hits your campaign, and it will, be prepared to react quickly and thoroughly to minimize the damage, and to turn misfortune to your favour. This is very hard work, and will require you to drop everything immediately. Do so, or you may lose it all.
Know your "enemy". Ok, we don't have enemies, but it really pays to understand the thinking and activities of your adversaries. When setting your strategies and tactics, put yourself in their shoes. Choose tactics that their natural allies will want to embrace. Conquer and divide.
Assessment, evaluation, change. The political and social landscape is in constant evolution. It is therefore necessary to be vigilant and to change carefully thought out plans as circumstances and opportunities present themselves. Be on the lookout for new ideas, perspectives and trends.
Achieving focus means narrowing one's goals enough to encourage success (or a series of successes), but not so much that success is merely symbolic.
Setting realistic goals ensures success is possible. Winning encourages your team to move forward to the next success. It is better to achieve limited success than none at all.
Power and power sharing. Nothing is easier to erode than centralized power. Nothing is more challenging to traditional power brokers than decentralized power. Organize like the Web... anarchic yet coordinated.
Build on success, or as they say, "nothing succeeds like success."
Timing is everything. Pay careful attention to all things political, and that influence the thinking of your many audiences. Do everything when the timing will maximize your impact and success.

Communications and Policy

There is only so much one person, one group, or one coalition can do. To accomplish more one must enlist the support of others... the public, allied groups, governments and corporations.

To reach these broader audiences it is necessary to communicate clearly and concisely one's vision and campaigns, in a way that reaches these audiences' hearts and minds.

Good communications are essential. The communications section of this manual explains how.

But how do we impact the policies of governments and other organizations to effect broad change?

To move others in our direction we must understand them, work within their processes, and adapt our tactics and messages to their needs.

On a broader front, the success of our plans to work with others, and for them to adopt policies congruent with our aims, is directly related to the level of support we achieve in the broad public and among a diversity of organizations.

In other words, our work to effect government and organization policy change goes hand in hand with our public outreach.

Here are some of our policy and communications tools:

There are a huge number of general-purpose and narrowcast communication tools. These include the media: newspapers, magazines, radio, TV, Web and email services; public spaces like posters, banners and leafleting; specialty audiences such as newsletters, classrooms, conferences and protests; advertising; and most powerful of all, one on one.
Policy consultations, papers and round tables can be used to influence the direction of government, and also as another forum to reach the public. Always use your policy interventions as an opportunity to engage the media and expand the limits of public debate. Take the opportunity to issue a news release and hold a news conference. Provide complete copies of your presentation to reporters. In public and private interventions frame your issues in a manner that is intelligible and engaging of the panel. Provide them with challenging ideas, and also with obtainable policy changes they might actually adopt. Work with minority opinion within committees. Try to be respectful, and to work within their processes.
There is no stronger ally than the converted. Nurture conversion and befriend the converted. People who are most susceptible to conversion include the deep thinker, the recently retired and the parent. Try to understand those with wildly differing perspectives from your own, and try to think as they do. At heart, you may just find that many of their concerns mirror your own- but they have reached different conclusions.
Building visibility and credibility. Visibility is easy- just do things that will get noticed, be visually oriented in your activities and news events, and specialize in the dramatic. Credibility is harder, and revolves around solid thinking, research and presentation; dedicated work; honesty in conviction and action; and steadfastness of purpose.
Bureaucrats, researchers, governments and politicians- each has a different role. Learn how to work with each group. Bureaucrats know the system inside out and are the grunts that make government work; or not work. They can help you tremendously, or be a royal pain in the butt. In BC, most bureaucrats are quite upset at the Liberal government that is laying them off in huge numbers. (It's a good time to acquire information from BC bureaucrats.) Researchers are the folks who put together the details of government policy. Feed them information. Discuss with them the details of government thinking. Politicians (especially Ministers) are influential in the public arena, and set the broad strokes of government policy, but can and are thwarted by their own bureaucrats from time to time. Governments in Canada are run primarily by Premiers and Prime Ministers, and their loyal Cabinets. Back benchers are useful for nuts and bolts assistance, but need to speak to their Cabinet buddies to influence government policy. Talk to them all. Work with them whenever possible.
Knowledge is power. Injustice hates the light of day. It is always better to speak from a position of knowledge, than only from the feelings inside.
If lobbying is a dirty word, then all the governments of the world better pack it in right now. Lobbying is just another word for politics, and anyone engaged in work for social change should also spend time lobbying all levels of government. Like it or not, governments are massively influential in our society in spending alone. It is worth trying to influence governments to do the right thing, and to allocate our taxes towards programs that improve our lives.
Get your message out. Say it once, say it twice, say it a thousand times, and say it again. The positive message is more productive, but the negative (anti) message is important too. Say who you are, say what you want, say how to get there.
Mass media, our media, more media. It is important to hit all sectors of the media with your consistent message. We meet the mass media on their own terms, using as best we can this distorting channel to get our message out. At the same time, we build our own media networks to get our message out entirely as we want: email, Web sites, newsletters, posters, banners, public events and more. A media is a way to communicate with others. Be creative.
Monitoring, exposing leaks, whistle blowing. There are always those within government and business who are upset at the how things are being done. The worse things get, the more angry they become, and the more eager to share their bad news with someone who will expose it to the public light and stop it. Listen carefully to those you talk with on the inside. Some day you just may be lucky. Don't let the whistle blower down- help them expose the bad, thank them for their courage, defend them vigorously if they are caught.
Political parties. It pays to remember that there are a diversity of political parties- not just the one in power today. Work with them all. You will find allies in all political parties, and they are your levers to within. Use the political parties one against the other, to compete for your vote and affections, to move your issues forward, step by painfully slow step. Help the politicians who help you. Parties are made up of people. Work with them.
Policy strategies, submissions and shifting. Politics is a constantly shifting idea, like the flows of water in a vast ocean. Be the wind and current that moves the water and causes change. Sense the direction, and work with the flow, moving the debate always closer to your views and positions. Make your submissions count, but inviting bold thinking, and suggesting practical ideas. Form alliances with others acting in the policy arena, whether formal or unknown, to bring forward the big ideas that can gather wide support, and move the politicians in a new direction.
Slogans and symbols are powerful motivating factors for people, and must be easily understood and quickly conveyed for maximum effectiveness. Think Nike, McDonald's, Red China. Choose your slogans carefully to encapsulate your strategies clearly. No nukes. Reduce, reuse, recycle. Greenpeace. Find great artists to work with, who will turn your 1000 words into that one powerful image. Return again and again in your message to your slogans. Include your logo in every visual communication. Also include your Web address and phone number!
Web sites and email lists are your most powerful communications tools in the 21st Century. They are cheap, widely accessible, uncensored and under your control. Use them wisely. Use them widely.

Solidarity-- Working Together

By "solidarity" I mean working with as wide a diversity of people and organizations as possible. You've heard all the slogans before, and they are all true… Together we are stronger. The people united will never be defeated. Divide and conquer.

But working with a wide diversity of interests is difficult and can also be frustrating. That is why so many coalitions and parties (the "big tent") fight internally, splinter and fail.

There is usually a tradeoff- between the laser focus of working on a single issue with a small group, or increasing the breadth of activity and participants, by watering down to a common denominator. The small cell can work quickly and efficiently. A coalition is cumbersome and slow to move forward. But in unity there is strength.

Working with all ages sounds easy enough, but often we are ghettoed in ageist clusters, seldom venturing outside the comfortable companionship of our peers. Mix it up. Listen to your elders. Let the youth take charge! Befriend one another.
Identifying and recruiting allies. So often activists complain about how they work too hard, and how tiring it all is. Perhaps they need to lift their weary eyes from their burned-out computer monitors for a few days, and imaginatively look around. When you think about it, you will be surprised at how many allies you have in the community. Groups, institutions, businesses and individuals who share some of the same interests as your own. People who you could be working with. Always listen to what people say. Identify your allies and approach them with projects that work for you both. Don't neglect those "strange bedfellows" either. While you may not share broad interests, you will be surprised at how often diverse groups can come together over a single issue- like conservation, civil liberties and proportional representation.
The steering group, coordinating committee, Board of Directors. Every group has a small core of individuals who are willing and able to devote more time and energy than others. If you are one of these people, accept your own leadership position. If you are not in this group, support them where you can, and offer them your best advice. Let them make decisions for the group, so that your work can move forward efficiently, not slowed by an anti-democratic process that makes every trivial decision the burden of a full membership meeting. Trust one another.
Coalitions, networks, spokescouncil. A coalition is a formal collection of organizations and individuals gathered around an issue or campaign. Networks are primarily information-sharing tools for a large number of individuals or groups that share a common goal(s). Coalitions such as the BC Environmental Network are generally formed to last many years. Because the goal of a coalition is to bring together a wide diversity of organizations in a strong "united voice", they are slow to build, slow to move, and challenging to sustain. For short duration projects, a "spokescouncil" is often created. A spokescouncil is a time-limited and goal-specific version of the coalition. The spokescouncil is an efficient way to make non-binding group decisions in a hurry, and has been used with particular effect during large demonstrations such as the "Battle in Seattle". It is composed of one representative of each affinity group, which meets to make recommendations that are non-binding to the members.
Achieving consensus and avoiding paralysis. There is strength and harmony in consensus, which is why it is so highly valued by NGOs working for change. However, consensus can only be built for easy issues, or amongst those who are respectful of the process, and willing to bend their specific ideas to the visions of others. Pure 100% consensus is a precious thing that can easily be spoiled by those not committed to group process, or who actually want to hinder our work. That is why I advocate a form of consensus that does not always require 100% acceptance. Many books have been written on the complexities of group decision making and consensus.
Coordinating strategies with other NGOs. Often it is desirable to work in coordination with other NGOs without creating a formal coalition. This cooperation can take many forms and be explicit, off the public record, or even implicit. For example, during the BC treaty referendum campaign a wide variety of strategies emerged on how to respond to the ballot. Greater coordination amongst the diverse groups would have led to a stronger impact on referendum day. Cooperation can be facilitated by the leadership, individual campaigners or entire organizations. It is important to realize that coordination does not necessarily mean agreeing with everything that others are doing. For example, there can be implicit cooperation amongst groups working to create parkland, even between a mainstream conservation group opposed to civil disobedience and a youth ENGO sitting in trees for the same parkland. The mainstream group might in such a case present itself to the government as, "you'd better deal with us or else you'll get more of that." Without realizing it, the groups would be helping one another. How much more powerful they could be recognizing their mutual interests and coordinating their activities.
Cross-cultural work builds strength by drawing together the collective wisdom and organization of diverse peoples. But it is always challenging, because it is hard to understand and appreciate the ways of another culture. We generally think of cross-cultural work in traditional terms like First Nations-Settler or Gay-Straight, but the concept applies equally to socially-minded organizations operating in entirely different cultures- for example youth working with organized labour, or forestry workers with environmentalists. For such an alliance to be fruitful, both parties must be attentive to each other, patient and open to new perspectives and ways.
Delegation and coordination are essential simply because some people are more involved than others, and some are more skilled at coordinating work amongst a group.
I have written about building diversity and solidarity in many of the above sections, because it always strengthens the movement to grow in new directions, and add to its vision.
Being a good facilitator is simply described, but an art to become. It involves the skills of listening, negotiating, public speaking, meeting management, and the creative joining of ideas. A good facilitator can help a small or large group reach better decisions quicker. It is an art worth practicing.
Leadership, leaders and followers. In progressive movements, there is often a tendency to eschew leadership as the opposite of equality. In my experience however, I have learned that many solid volunteers (and even staff) appreciate direction and leadership, and positively want to work to be delegated to them.
Listening and empathy are important for everything organizers do, from facilitating, to building coalitions, to engaging governments and those whose actions we seek to change. There is no contradiction between being a good listener, and also being a strong advocate for change, or standing firm for a different way. Gandhi is the prime example of a powerful voice for change, who was also filled with empathy and concern for those he opposed. We would do well to emulate his spirit and actions.
Negotiation, compromise and accommodation. It is tempting to think of compromise as a dirty word, but without compromise things could only change through revolution- a course which most people, at most times, are unwilling to take. So, in the times when revolution is not afoot, we need to take seriously the need to negotiate, compromise and accommodate a wide variety of needs, as we move forward in making the necessary changes for the good of society as a whole.

Volunteers

Volunteers take a lot of time, and add a lot of value. Unless you think you can save the world by yourself, it pays to learn how to recruit, motivate and channel volunteers. It is the work of thousands of volunteers that will make a difference. Properly managed, volunteers will multiply your effectiveness greatly.

A key skill for any youth organization is to manage a high turnover of volunteers. This boils down to essentially good organization and records. Many NGOs who are fortunate enough to have an office staffed by volunteers, keep a log of some sort by the reception/volunteer desk. The log is used as an ongoing record of who has phoned, what follow-up is required, and what action has been taken. It is also used to take notes about what other jobs are in process, and what still needs to be done. Make sure to include a column indicating who will do what, and another to check off when a job has been completed. Along with the log, every youth organization would be wise to maintain a manual for volunteers, complete with a series of relevant volunteer job descriptions (see below). Written communications and good record-keeping can go a long way in keeping every volunteer informed about the latest developments, and steering them in the right direction when they are wondering what needs to be done.
Intake is a critical job for the busy activist trying to build their volunteer base. Intake is the process of screening, placing and introducing new volunteers to the organization. Volunteers take up a lot of time for the coordinators, and so I am a firm believer in a careful screening process to help weed out the volunteer that is not likely to stay for long. If someone wants to volunteer, I begin by meeting with them for 15-30 minutes to talk about the organization, learn what kinds of things they are interested in doing, and determining if there is a good fit. The interview also gives you an opportunity to assess the needs of the volunteer, and whether they might be more work than they are worth. After the interview I send them away with a packet of information and ask them to call back soon if they are still interested in volunteering. I find this self-selects a lot of people out of the process. People whom you do not need to spend hours training only to lose a week or two later.
Job descriptions are a good idea for any organization, and essential for any organization that is likely to have a high turnover of volunteers, like youth and student NGOs. Job descriptions should include at minimum the following: job title, purpose, responsibilities (including reporting), skills and knowledge required, required time commitment per week or month, location, benefits and a good job description. Sometimes additional resources are useful to attach to the job description, such as postering locations, phone scripts, etc.
The volunteer meeting is an excellent tool to bring a group of volunteers together to learn a specific set of skills. It is both time efficient for the volunteer coordinator, and a nice way for your volunteers to meet the others, build friendships and feel part of a larger team. For your own sake, try to schedule the training of volunteers together rather than individually. Of course, some volunteers play a very specialized role in the organization and will require one on one attention.
Problem volunteers are present in almost every organization, and can be expected to apply for volunteer positions on a regular basis. Many persons are interested in volunteering, at least in part, for the socializing aspects, and to meet new friends. This is not a bad thing, but if it is the only motivating factor, you are perhaps better off with that volunteer. As well, I have found that a certain number of people want to be part of an NGO as a form of self-improvement, or even therapy. Most NGOs do not exist to serve their volunteers, and so in most situations you will want to actively discourage such people from becoming involved. The best way to deal with a problem volunteer, is to screen them out during intake, or ask them to leave when they become significantly more work than they contribute.
Since they are not paid for their valuable contributions, recognition and rewards is an important aspect of volunteering for most people. Everyone wants to know that what they are doing is important, a critical component of the overall organizational goals, and it is the coordinator's job to let them know. Always thank your volunteers. Again and again. Praise them when they do a good job. Write them a nice thank-you note on an attractive card. Whenever possible, thank them publicly- in your newsletter, on your web site, during your events. Give your volunteers titles. They're free, they convey information about the volunteer's role, and they can be a source of pride for many volunteers. Reward your volunteers when possible with small things like bus tickets, parking money, beautiful posters, t-shirts, presents and social events or parties. A little thoughtfulness on your part, will go a long way in motivating your volunteers. And they deserve it!
Recruitment is an ongoing job for the volunteer coordinator, especially in youth organizations. Whenever someone expresses interest in your work, it is an opportunity to recruit a volunteer. Other good places to recruit volunteers are at information tables, rallies, educational events, meetings and anytime you are speaking. The sign-up sheet is a useful tool to use, and should include at least a name, phone numbers, email address and interests.
Training your volunteers makes them more useful to the organization. Indeed, it is difficult to get much useful work out of any volunteer without at least a small amount of training. As well, invest in your best (capable and faithful) volunteers by rewarding them with extra amounts of training. Please feel free to copy this manual to share with your volunteers, and please use the Organizing Tool Kit web site I am creating for volunteers at www.pej.ca.
The work party functions much like the volunteer meeting (see above), except the goal is to accomplish a certain task- like a mail-out, writing letters as part of a lobby, a stream clean-up, etc. Not only do "many hands make light work", but a work party is also a great way to have some fun with the people who care about the same things you do.

Organization

The best activists are the ones who are well organized. They know how to keep track of people, priorities and deadlines. They don't need to search again and again for the same phone numbers, or lose vital pieces of information they have written on little bits of paper. They know where everything is- in its place.

While good organization won't guarantee success, it is a skill that will give you an edge. Here are some tips…

The heart of any effective organization is its people. Good contacts management is critical to the healthy functioning of your NGO, and it pays to take the time to organize your contacts meticulously, and to keep these records up to date. This means at minimum, keeping a master list (preferably on your organization's computer) complete with name, postal address, phone numbers, fax and email. Better yet, also include profession, skills, volunteer interests and a record of their contributions. Don't let any old volunteer manage these lists for you. Make sure the keeper of the lists is reliable and accurate. Better yet- manage it yourself. It is an excellent way to keep in your mind potential volunteers, donors and influential members of your community. An organization's list is its most valuable resource. It should be protected and also be considered confidential. BACK UP your contacts list regularly!
If you can afford one, and are comfortable with the technology, I strongly recommend an electronic organizer, or better yet, a pocket computer. These handy little devices allow you to manage your contacts list wherever you are. A good one will also help you manage your tasks, keep your calendar, take notes and even do a spreadsheet. An office in your pocket. Back up your Pocket PC frequently, even daily. If you are using your personal palmtop to manage some of your NGO's files, make sure you back them up to the NGO's computer, as well as your own.
The next best thing to a pocket computer, is a pocket memo book. Or both. The memo book helps you keep everything in one place, rather on the thousands of scraps that are so easy to lose. My pocket memo book has numbered and dated pages, each with a "project" title at the top, and an index at the back. It is a fantastic way of keeping track of a lot of complex information. It is easy to use and cheap as a chocolate bar.
Back up your computer! Don't wait until you've lost year's worth of data to learn this valuable lesson. Back it up at least monthly, and store the backup at a different home/office than where the computer is located. That way if there is a fire or a break-in, you will not lose both your computer and your backup. The cheapest way to back up your computer is on a burnable CD-ROM or to a remote computer via your modem.
I don't think there is a more valuable tool for a modern activist than your email lists. Collect email addresses from everyone you can, phone someone to get their new eddress when the old one no longer works, and back up your list frequently. A few tips on the organization of your email address book… Enter everyone using an alias. For example, the "alan rycroft" entry would point to my eddress of rycroft@SunshineCommunications.ca. Whenever you email me someone just have to remember their name- not the (frequently changing) eddress. Keep lots of "lists" of groups of people. For example, one for your membership, another for your steering committee, another for other folks interested in your work. Always use the aliases in your lists, e.g. "alan rycroft", not the actual email addresses. If you do this, when someone changes their eddress, and they change frequently, you will only need to update their alias, and all of your lists will automatically know the new one.
I am a big believer in using forms and templates. They save time, they ensure you don't leave out an important piece of information, and they are uniform in appearance- a big bonus for you and your readers. Use templates for everything- letters, sign-up lists, volunteer job descriptions, budget spreadsheets, email signatures, etc. I will be adding many templates to the Activist Tool Kit at www.pej.ca for you to use.
Real office management is a good idea. If it's not you or a staff person, then assign one of your weekly reliable volunteers, one who enjoys office work, to be the official "Office Manager". (Don't forget to write up a job description.) The role of the Office Manager is to keep things tidy, make sure needed supplies are always in stock (keep a running list of what's needed in the volunteer log), make sure the computer is backed up and functioning well, and re-organize the office whenever required.
Phone trees are an extremely useful tool to convey complicated information, reach those without email, and quickly rally the troops. However, they do require a Phone Tree Coordinator (job description!) to keep them organized, phone numbers current and the tree properly functioning. A phone tree is a pyramid structure that starts with the Coordinator calling several others, and giving them the information to pass along. In turn, they phone those on their list, who pass it on to others, and so on, until the entire list has been called. Each caller can normally contact from three to ten others. As the tree spreads out, and each participating member calls more, the number of people who can be reached grows exponentially- in other words, really fast! Whenever a number goes out of service, or someone wants on/off the list, the Coordinator must be informed. There is technology to automate the phone tree, with a computer doing the calls. However, don't put anyone on such a list without their explicit permission/request. Computer calls are extremely annoying if you don't want them.
Mixing staff & volunteers can be challenging. Volunteers can resent the fact that others are paid to do what they do for free. Donors sometimes oppose paying staff. Staff can resent the significant amount of their time that volunteers require. The most effective organizations have staff to think about and coordinate their work on a full-time basis, and at least one staff person whose job includes (or consists) of managing the volunteers. As a staff person, I have always considered it my first priority to put volunteers to work- assigning jobs and training as required. After all, my efforts are multiplied the more that others are helping out. But it can certainly be frustrating to go through a whole day of managing other people's workloads, and not having a real opportunity to tend to one's own tasks.
Which brings us to time management. We're called "activists" for a reason. Because we tend to be incredibly active doing the jobs that we think are truly important in this world. Time management is the art of tending to the important and time urgent, and knowing what to let drop. Time management is also the art of planning your projects, including timelines, resources required and task dependencies-what tasks rely on other tasks before they can be completed? Put all complex project plans to paper (or computer). Be prepared for changes, and plan them out as they arise. Remember also that some things will never get done, because we always have more ideas than time. Another crucial aspect to time management, is taking time out. That means breaks, lunches and vacations. Treat yourself right. In the end, you'll do a better job. Live a little! The world may be burning up, but that's no reason for you to burn out.

Actions

There are as many actions and activities as there are people. I have categorized a few of them below. Don't think of this list as extensive, but only as indicative of the kinds of things we can do with our organizations and issues.

Boycotts and girlcotts. Everybody knows what a boycott is, but a "girlcott" is preferential purchasing from those we wish to reward for their good actions. I have always girlcotted the credit unions, and boycotted the banks. A boycott, like a strike, is a tactic of last resource, because it is quite destructive. It should only follow at the end of a long campaign to allow the guilty party to do the right thing.
Some of the most profound changes in our society have been through promoting personal and small-scale change, like recycling, riding a bike or taking the bus, buying fair-trade and local goods, planting a garden, buying organic, and cleaning up the neighbourhood creek. What does it tell the world when an "environmentalist" rides their car everywhere, or always buys an individually-packaged lunch because they are "so busy" and their time is "so valuable"? Promote change in your own life, and in those around you. Address individual actions into all your campaigns.
Like the boycott, civil disobedience and non-obedience are tactics of last resource, when all other means have failed. Meaningful actions are just and easy for the public to understand and therefore support. Civil disobedience is breaking the law for a greater good. Non-obedience is not doing what your normally would, such as government workers slowing down to protest the policies of an unjust government.
Alternatives and co-ops are powerful ways to effect change that do not require the assistance of government. The credit unions and caisse populaires are among the largest financial institutions in the country, and the member account holders vote for the Board of Directors. Mountain Equipment Coop is a huge sports retailer, with great products inexpensively priced, that is owned by its shoppers. Agricultural and food co-ops bring the benefits of joint selling and purchasing to thousands of communities across Canada. You don't have to be "anti" to be a great activist and make a huge difference.
Research, and educating students, teachers and the public is a crucial job, and is well suited to youth and student organizations. See how much of this you can do and get credit for in your courses. Work with research/education organizations like the Public Interest Research Groups on many campuses, or the issues clubs in many high schools. The key to getting into the classroom is finding supportive teachers. They will get you in the door. How about a special school assembly? Public events are more worthwhile if they are widely advertised, through email, the media, posters and word of mouth. Try not to put your audience off by presenting a picture far from their understanding- it is better to begin where they are, and lead them forward.
Legal and court strategies are hugely expensive unless you happen to have access to free and competent lawyers; a rarity. On the other hand, courts of law are the only thing other than voters that can force politicians to change policies that would otherwise remain in place. This is why great gains have been made using the legal system for civil liberties and environmental laws, for example. A court battle should always be a part of a larger campaign, since there is little for anyone but the lawyers to do using such a tactic. Whenever possible, try working with legal non-profits that have been set up specifically to handle these kinds of cases. Groups like the Sierra Legal Defence Fund, the BC Civil Liberties Union, the West Coast Environmental Law Association and some Bar Association committees.
I am not generally a big fan of petitions, postcards, letters and the like. However, groups like Amnesty International have used these tactics extremely effectively. Unless they are mass and professionally organized, these tend to not catch the attention of the politicians. If you are going to proceed with these kinds of tactics, make sure you use the opportunity to build up your list of prospective volunteers and donors. Those names and phone numbers are useful for more than just forwarding to a politician! Promote these efforts through the media. Stage related events.
I am keener on polls and referendums, but they too have strong limitations. Polls cost money and must be done by "credible" third parties, professional pollsters who are familiar with all the complexities of formulating questions, selecting random populations, and slicing and dicing the statistics properly. If you have the money to do a poll, it is a valuable way to ascertain how a population is thinking, and a piece of information that the media loves to publish, and that politicians notice. Referendums are best when undertaken by a government, but can also be organized by those with HUGE numbers of capable volunteers. However, any NGO-managed referendum is unlikely to be taken seriously by the public or the influential. So if you want to do a referendum, try to use the state. Be careful- referendums are often hugely divisive.
Mass mobilization is a lot of work, makes a big impact on those participating and to a lesser extent the public, but seldom moves politicians when undertaken in isolation. You can leverage the power of your protests by asking to sit down with the politicians before/after the big event. They are more inclined to listen when they know you are backed by many others. I am a big believer in inserting the positive and celebratory in our mass demonstrations. Let's have more music and arts, and less speaking. The people love it.
Building parallel structures and institutions is a long road seldom taken. Cooperatives are one form of this pro-active strategy, as are governments in exile. Mock courts, teach-ins and "model legislatures" are mini versions. These "quickies" are very instructive for those involved, and can also be used to gain widespread and sympathetic media coverage for your issue.
If you want your NGO to grow, you need to have interesting public meetings, and invite the public to attend. Don't make an effort to invite the general public to boring committee and organizing meetings. There is nothing like a slow, frustrating meeting to turn off a newcomer. Ease them in slowly, through educational speakers, films, theatre, protests and other activities. To advertise your event, use the very brief (30-second) Public Service Announcement, distributed to your local radio, newspapers, publications with calendars, and cable & TV stations. Take advantage of your email lists and web sites to promote your events.
Protests, vigils and public demonstrations have largely been covered under "mass mobilizations". The vigil is generally a reflective, quieter event, that is often repeated on a regular basis- weekly or monthly. All protests can be used to engage the public, by handing out fliers that are interesting and readable by the general public, and by carrying large, simple and attractive banners with creative slogans.
Schools, universities and colleges are traditional hotbeds of activism, and places where many people are open to new and even radical ideas. Try to work with existing clubs in the schools, and promote your events and activities widely through the available bulletin boards, student publications and community radio station. Students are interested in learning. Help them learn something they won't find in the classroom, by sponsoring educational events at their school. Schools are an excellent recruiting ground for new volunteers, because young people are often idealistic.
Sit-ins, occupations, strikes, walk-outs and labour withdrawals are very effective actions to change an injustice. They are effective because they strike at the heart of our society- the economy. But they are also hard to organize because participants can face very heavy penalties for being involved. Participants can at times face threats, physical harm, jail time, job and income loss, and seizure of their homes and assets. Slow-downs, work-to-rule and work inefficiently campaigns are effective and less risky variations on this theme. Tread carefully, and work with organized labour on these actions.
Theatre, theatrics and the arts are lots of fun, and a lot of work to organize. Because they are less threatening than many other ways to deliver a message, they are useful to reach the unconverted. Since they are colourful, they can also be used quite effectively for delivering your message through the mass media. Examples of this kind of activity include radical cheerleading, raging grannies, giant puppets, stilt walkers and other "carnival-like" props, plays, concerts, comedians, videos, CDs, games, street acts, art shows, and other creative events. You will find that, by and large, the values of artists and activists are very similar. It makes for great synergy.