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Sender: David Nevins
Subject: Re: Fwd: Action: Creating a coalition for a revenue neutral carbon tax for payroll o
Date: Mon, Aug 18, 2014
Msg: 101125
To All,
Bravo to Michael Brand. I couldn't agree more. I've followed the thread on climate change, which according to my account now comprises 12 writings.
The scope and depth of the writings is quite impressive. The additional understanding I have of the complexities of climate change solutions as a result of the writings has been well worth my time.
However I agree with Michael, that the first step for any call to action must be to address the general nature of a call to action rather then getting into the specifics of the debate on climate change itself.
The following is a list (not original and not created by me) of some effective components of calls to action:
* Set SMART goals. In order for a grassroots campaign to be successful, you must first define what success looks like. To do so, terming goals so that they are Specific, Measurable, Achievable, Realistic, and Timely will allow you to share with others what success looks like and how it will be accomplished.
* Create the strategy. Bridging the gap between goals and actions is where your strategy comes into play. Your grassroots strategy will determine which grassroots campaigns tactics will be most effective. There is no single grassroots campaign template you can use for your strategy. Instead develop a small team who can collaborate openly to develop a dynamic and diverse grassroots strategy.
* Clearly communicate. Your message needs to be simple and clear to the right audience. It also needs to reach them where they are. Your strategy should take into account who you are trying to reach, what message is important to them, and how they are most likely to receive that message. From print to blogs, the message and call to action for your audience must be relevant to them.
* Build coalitions. Grassroots advocacy is all about banding together like-minded people for a single purpose or cause. The same collaboration can, and should, happen between organizations. Organizations who learn to work together can bring about the policy changes that would have otherwise been impossible to impact separately and alone.
* Organize communities. This is where you start to execute on your strategy. Whether it is through formal events, directly on social media, or through door-to-door knocking or your partnering coalitions, how you organize should be focused on both how to motivate them individually and as a group. Engage policymakers. Elected officials rely on the information from their constituents to make the right decisions and membership organizations can compile that information to educate them. Organizations who educate and engage policy makers on the views of the voter around specific issues will be seen as a credible and useful source of information.
I firmly believe that one to three people have to step up to the plate and lead the process. If this is not done the dialogue will not lead to any action.
As Michael stated, despite the "rich discussion we've enjoyed to date, I'm becoming less sure of where we're headed"
David L. Nevins
From: Michael Briand > Reply-To: Michael Briand > Date: Sunday, August 17, 2014 at 1:40 PM To: "TRANSPARTISAN@LISTS.THATAWAY.ORG" > Subject: Re: [TRANSPARTISAN] Fwd: Action: Creating a coalition for a revenue neutral carbon tax for payroll or corporate tax swap
Friends:
I'm sure the issue proposed by Michael S. would lead to a useful and productive discussion. But I don't wish to weigh in on the matter of what topics we ought to consider or what actions we might take. I want only to observe that it's very difficult to get anywhere in decision-oriented conversations like this without being explicit about our purpose and our criteria for evaluating and choosing among options.
Even if we don't need something as formal and detailed as a strategic plan, we still need to think, generally, as if that's what we're developing: a plan that addresses purpose, goals, objectives, resources and assets, obstacles and deficits, criteria for action, action options, deliberation, prioritization, decision, timeline, division of labor, evaluation, etc. I know this will strike some as unnecessary. I can only repeat what I've said before: go slow to go fast.
Despite (or because of) the rich discussion we've enjoyed to date, I'm becoming less sure of where we're headed. I would recommend backing up a bit and talking, even if only briefly, about purpose, goals, decision criteria, and action options--or even further, by taking the survey Bruce constructed. In the absence of clarity about these, and of course speaking only for myself, I worry about finding myself unable to make sense of it all.
Thanks.
Michael Briand Chico, CA 530.345.3709
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