supplementary packet

8/9/2019 Supplementary Packet

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MoveOn

National Leadership Training

SUPPLEMENTARY PACKET

MoveOn Field Goal Pages 3-6

MoveOn Organizing Model Page 7

Health Care Campaign Debrief Worksheet Pages 9 -10

How does MoveOn choose nationally scaled

tactics?... Pages 11-12

Leadership Development Planning Pages 13-14

Council Planning Pages 15-20

Base-Building Planning Worksheet Pages 21-22

Anti-Oppression Resources Page 23-26


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MOVEONS FIELD GOAL: 5 MILLION LEADERS

Our Purpose: Building Progressive Leaders

y To win progressive change in America, we need progressive leadership on

an unprecedented scale. MoveOn has five million members. How could

we have an organization of five million leaders?y Our goal as MoveOns field network is to develop leaders by combining

the power of technology with the fundamentals of powerful

organizing and leadership development.y That means building stronger MoveOn Councils with more leaders

Regional Coordinators, Council Coordinators, and Council Core members--and developing new kinds of MoveOn leaders for new networks and

teams of leaders in the field.

Our core mission over the next three years is twofold:

1. Develop ten times as many leaders within our membership, and invent

new forms of leadership development that are effective at scale.

2. Run powerful campaigns with strong councils that work at both the

national and local level.

Our Field Goals:

y By 2012, we will increase our leadership by an order of magnitude to 15,000

MoveOn leaders developing ten times as many leaders as we currently have.

y In 2010, we will build 2500 core leaders, 100 Regional Coordinators, and 20

level 6 Councils, and 1000 new MoveOn Action Corps leaders.

What's a leader? A leader:

y Brings more people into organizing: a leader builds new leaders andmobilizes more members ---> leadership is viral.

y Takes ona role, not just a task to complete or an event to attend.

y Makes a commitment to a certain amount of time/ campaign/ role / team.

y Develops their organizing skills through training and practice.

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2012 Field Goals

2012 goal: Increase leadership in MoveOn Field tenfold

15,000 leaders:

y Council: 10,000 Council leaders (Regional Coordinators, CouncilCoordinators, and Core members)

y MoveOn Action Corps: 5,000 field leaders active in Action Corps field

leadership

200 strong MoveOn Councils:

y 100 Level 6 councils

y 75 Level 4-5 councils

y 25 Level 3 councils

2010 Field Goals

2010 goal: Triple the number of leaders active in MoveOn Field

2010 MoveOn Council Network Goals:

y 2500 core members: Develop new and scalable methods of leadership

development to double the number of core council members in 2010

y 100Regional Coordinators: Double the size of the national Regional

Coordinator team

y 20 level 6 councils: 20 councils that are organizing a locally-driven

strategy as part of MoveOn national campaigns

150 strong MoveOn Councils:

y 20 Level 6 councilsy 60 Level 4/5

y 70 Level 3

MoveOn Action Corps Goals:

y Develop 1000 leaders in new projects and initiatives through onlinescalable leadership development

y Test and experiment with several new forms of scalable field organizing


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2010 PRIORITY INITIATIVES

Council initiatives

1. Core development: Take leadership development to scale; develop newmethods for members to effectively recruit and retain core council members

effectively

y Scaled organizing for retention and core leadership development:

unlocking the ability of Council Coordinators and core members totrain and organize other core members

y Develop online organizing tactics to recruit people directly, e.g. asking

online action-takers to join councils, emailing council members to join

the core

y Develop new technology to support scaled leadership development

2. Scalable National leader developmenty Develop capacity to build and maintain a national leader team,

including Regional Coordinators and other national team leaders, atscale with new methods and technology

y Develop new national team leader roles to run member teams on new

projects and initiatives

y Develop the Lead Regional Coordinator team

3. Council campaigning:

y Runlocalized strategies on national campaigns: build level 6 councils

and run a national field strategy that combines longer-term tactics

with rapid response mobilizationy Unlock more creative and successful local council campaigning:

develop campaign toolkits, more advanced and flexible email

technologies and approaches, special tactical training and development

for level 6 councils.

y Experiment and innovate more difficult and sophisticated tactics with

measurable impact on targets.

4. Major investment in training:y Significant expansion of our training program, seeing it as a key

engine of leadership development, for both core and national team

leaders.

y In-person training: run a few national trainings a year, hold a wave of

state and regional Camp MoveOns, and regular local trainings.

y Develop improved capacity with better online, video, and phone

training modules.

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MoveOn Action Corps Initiatives

1. Online-to-Offline Campaign Mobilization

y Organize field networks around multiple short-term online campaignsand develop scaled mechanisms for volunteer recruitment, training,

leadership development, and accountability.

2. Mobilization coordinators

y Build and sustain a network of volunteers who commit to regularly

host events who arent building councils.

3. New national teams

y Develop and grow the capacity of volunteer teams that provide

support for our online and offline organizing, including Research Corps,Support Corps, Phone Corps and other specialized teams for people

with specific skill-sets (eg. video production team or design team).

y Build new national teams like a training team and a media team that

will overlap and support council organizing.

y Organize new networks of national constituency teams (i.e. small

business owners, medical professionals, people who've lost their

homes) who have unique skills and critical roles to play in upcoming

campaigns.

4. Social Organizing & Community Building

y Make a significant investment in community building by creating spacefor MoveOn members to plan and participate community service

events, social events, and other local community building efforts.

y Provide ongoing low-lift opportunities for MoveOn members to plug in

to existing social organizing (eg. using content from progressive

book/movie club, drinking liberally, or even literally joining those

networks and occasionally inviting other MoveOn members) and

organize several MoveOn-led national social events.


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MOVEON FIELD ORGANIZING MODEL

Organizing Principles

y Were a member-driven grassroots organizing network fighting to winprogressive change.

y How we do our organizing; we:o Build our baseo Build Councilso Build leaderso Build campaignso Build a national network

Building the Base

We build our base by recruiting progressives to become MoveOn members andrecruiting MoveOn members to become Council members.

Tools Trainings Measuring our progress

1:1 Tool Story ofSelf # of Moveon Members inCouncils

Building Councils

We build strong MoveOn Councils in communities across the country.


1:1 Tool; Council pages Story ofUs Council ratings

Building Leaders

We develop strong MoveOn leaders and local organizers.


1:1 Tool Story ofSelf; LeadershipTrainings andOrientations

# of RCs, CCs and coremembers

Building Campaigns

We run powerful campaigns to win progressi ve change.


Online event tools; email Story of Now; Media/Strategy/ Event training

# of actions andparticipation

Building a national network

We are building a strong and connected national network of MoveOn leaders

and councils.


National calls and emails # of Councils nationwide


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Health Care Campaign Debrief Worksheet

Get into groups of four: the only rule is that your group should not include

who already knows each other!

Agenda:

y Go-around: top takeaways from the campaign for your council (10

min)

y Work through debrief worksheet on your own (10 min)

y Go through each question on the debrief worksheet as a group (25

min)

Questions:

y Building our base: How did the health care campaign in the field

bring in MoveOn members in your area?

y Building our leaders and councils: How did the campaign buildyour council and develop leaders?

y Building our campaign:

o How did you move your Member of Congress?


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o What tactics were most effective and why?

o Were you effective at getting local media?

General questions:

y What did you learn about organizing?

y What did you learn about organizing in the Obama era?

y What would you do differently if you could?


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How does MoveOn choose

nationally scaled tactics?

This is a frequently asked question from member-leaders! Itsan intensive strategic process involving literally hundreds of

people. We spend hundreds of hours brainstorming, reading

survey results, participating in discussions with Council leaders,

and consulting with MoveOn tech, communications, online, andorganizing staff before making a decision about what we

should organize nationally.

Heres the general process MoveOn uses to choose nationallyscaled tactics. Although these items are listed chronologically,

in reality many of these steps often happen simultaneously to

allow for rapid decision-making.

1. Identify the top priority campaigna. Nationally scaled field actions use a lot of resources (staff time,

email space, Councils time, training, recruitment etc.) so we

need to make decisions based on which campaigns is a priorityin the moment.

b. For example, member feedback in the 2nd

half of 2009 clearly

showed that MoveOn members top priority was winning realhealth care reform and this was also the top issue being

debated in Congress. So, although passing clean energy

legislation was still critically important, we repeatedly passed

up on organizing scaled energy tactics in favor of doing more on

health care while still doing some energy work in non-scaledways.

2. Determine the internal and external campaign goalsa. Once theres a key campaign to focus on, we need to figure out

both external goals based on the political moment and internal

goals for our Council network.

eg. External: Are we trying to shift targets?Generate NewsCoverage? Do both?

Internal: Are we focused on training new leaders? Bringing in

lots of new attendees? Building new councils?

3. What are the strategies we have for achieving the goals?

a. For example, some moments called for advocacy focused

events to convey a specific message to a target, while others

may require generating lots of local media coverage, or


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breaking through to national media, or building the movementby bringing in lots of partners.

4. Whats the timeline in which we have to do it?a. Timing is always a critical factor. Some of the key questions to

answer here are:

i. Is there a key vote or hearing coming up? Are there news

hooks or possible external events that are important in this

campaign? What are there other key progressive activitieshappening at this time that may take away or drive attention to

this action? And, of course, whats our internal Council/Staff

capacity?

[Continued]

5. Once theres a clear campaign, broad strategy and

timeline, its time to brainstorm.a. At this point, staff generates ideas internally, throughconversations with Council leaders and from feedback thats

come in from other MoveOn members and allies.

b. We may brainstorm tactics that fit into different kinds of

categories, depending on whats strategically most useful forinstance:

i. Person-to-person contact i.e. voter contact, volunteer

recruitment, member-to-member calls to generate

advocacy.ii. Generating earned media i.e. public events designed

to catch the eye of reporters.

iii. Advocacy & direct pressure i.e. Putting direct

constituent pressure on the Congressperson or another

target, for instance in a district meeting.c. Once we identify a few possible tactics, well write organizing

stories for them in the context of our campaign goals,

strategies and timeline.

6. Listen, listen and listen more!a. At this point, the stories (which came together through constant

feedback and conversation with members) are used in

conversations with Council leaders, surveys of Core membersand survey other MoveOn members to see reaction and see

how likely folks are to participate.

7. Decide! A few members of the field staff are bottom lineresponsible for deciding what tactics our Councils should work

on in any given month, taking into account all the input above.


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Leadership Development Planning, Page 1

1)W

hat do you want to learn from your organizing?In what ways do youwant to grow?

2) What are your strengths as an organizer? (be as concrete as possible. IE;

if you are good communicator, what do you DO that is good

communication?)

3) What challenges do you have as an organizer? What skills do you need to

develop to meet those challenges? (Skills include: X, Y, Z)

4) What skills/leadership qualities have you been working on in the past 3

months, how have you worked on them, and how have you improved?

5) Choose one skill to work on. What is it? How will improving in this skill

change your organizing/make you a stronger leader? (again try to be

concrete, if it is not immediately obvious take a few minutes with the leader

working with you on this plan, to think about what the concrete skill is)


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Leadership Development Planning Page 2

Fill in this chart by answering the following questions: Benchmark/Short-Term Goal: Concretely, in four weeks what is a

benchmark/short term goal you can meet on this skill that will help you

move toward a longer term vision? How specifically will you improve this

skill in the next four weeks? (Example: run successful group conference

calls) Weekly practice: Concretely, in four weeks what is a benchmark/short

term goal you can meet on this skill that will help you move toward a

longer term vision? How specifically will you improve this skill in the next

four weeks? (Example: run successful group conference calls) Support:Who can you work with on this skill? And what specific support

(i.e. role playing, training, etc.) will you need? (Example: Joe, theRegional Coordinator who I work with and Susan, the core member who

will work with me on the agenda for the council check-in call)

Skill: Week 1 Week 2 Week 3 Week 4

Benchmark/short

term goal

Weekly Practice

Support

Record Your

Weekly Progress


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Creating a timeline, benchmarks, and plan to meet our goals:

In the spreadsheet below, make a week-by-week plan of how you will do thecouncil building and action planning that will get you to the monthly goals

you set above. Be sure to think through the following as you make your

plan:

y Building our campaign: Work backwards from the next action you

are planning. What are the weekly goals and concrete steps that will

prepare your council for that action? (organizing meeting, delegation,

check-in calls, recruitment, media, outreach work, etc.)

y Building our leaders: The core: Plan out how delegation of the

responsibilities for the action you are organizing will help recruit and

develop core members and plug-in new council members. What action

coordination roles or council-building responsibilities will you be asking

new and existing leaders to take on?

y Building our base: What are the steps that need to happen each

week to meet your base-building goals? What are the responsibilities

that can be delegated to new people so they can get "plugged-in" and

help the council meet it's goals?


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Weekly GoalWho is

responsiblePlan

ResourcesDeadline

Notes /

Follow-up for

next week

Week 1:

3/21- 3/27

Campaign

work:

Building

leaders:

Building your

base:

Week 2: 3/28

4/3

Campaign

work

Building

leaders:

Building your

base:

Week 3: 4/4

4/10

Campaign

work:

Building

leaders:

Building your

base:

Week

4: 4/11 4/17

Campaign

work:

Building

leaders:

Building your

base:


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Creating a timeline, benchmarks, and plan to meet our goals:

In the spreadsheet below, make a week-by-week plan of how you will do the

council building and action planning that will get you to the monthly goalsyou set above. Be sure to think through the following as you make your

plan:

y Building our campaign: Work backwards from the next action you

are planning. What are the weekly goals and concrete steps that will

prepare your council for that action? (organizing meeting, delegation,

check-in calls, recruitment, media, outreach work, etc.)

y Building our leaders: The core: Plan out how delegation of the

responsibilities for the action you are organizing will help recruit and

develop core members and plug-in new council members. What action

coordination roles or council-building responsibilities will you be asking

new and existing leaders to take on?

y Building our base: What are the steps that need to happen each

week to meet your base-building goals? What are the responsibilities

that can be delegated to new people so they can get "plugged-in" and

help the council meet it's goals?

Weekly GoalWho is

responsiblePlan

ResourcesDeadline

Notes /

Follow-up for

next week

Week 1:

3/21- 3/27

Campaign

work:Have party!

Alex

Organizingguide Event tool Done

Building

leaders:

Recruit 2

facilitators

Jan 1:1 w/

Saul (3/23) ;

Tim 1:1 w/

T.J. (3/23)

1:1 tool 1:1 tool

Alex calling Jan

and Tim on

3/25

Building your

base:

25 people to

attend party

Jim, Alex Jan

each make 25

calls

50 calls from

RSVP list

(Jan),

recruitment

call tool 25

calls each

RSVP list from

BOB and

recruitment

call tool

This recruitment

team reports to

each other

Week 2: 3/28

4/3

Campaign

work

Organizing

meeting on

4/3 to plan

district

meeting and

action

Jan will host,

put in bob by

3/29

Support plan

w/ core

members

Put organizing

mtg in BOB

(event tool) by

3/31

Jan emails core

when it is in bob


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Building

leaders:

Recruit 2 core

members and

ID 4 potential

core

Alex with Jiil

(3.29 phone

calls)

Follow-up calls

Alex check in on

3/30 to set up

orientations

Building your

base:

Recruit 6 new

core and make

mobilization

plan fordistrict

meeting

Mike and Jan

schedule

Phone 1:1swith 12 new

poeple who

came to the

movie party toask them to

join the

council

1:1 tool to

track and plan

the in-person1:1s

CC will check to

see if new

people are

added to therooster, and will

follow-up

Week 3: 4/4

4/10

Campaign

work:Follow-up from

organizing

meeting

Check in on 4/5

Building

leaders:

Give all core

memebrs

specific roles

for districtmeeting and

main street

action

Building your

base:

Mobilize 40

people for

recess action

Week

4: 4/11 4/17

Campaign

work:check-in call

Building

leaders:

Recruit 2 new

core members

Core

orientation4/15 at 9pm

Building your

base:

Recruit 10 new

council

members from

people who

came to the

districtmeeting


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BASE-BUILDING PLANNING WORKSHEET, p1

Base- Building Goals: How big does our council base need to be to impactchange?

How many people do we want to reach form different constituencies? ______

How many people do we need in each part of our base? ____________

How many people do we need as council members? _______

How many people do we need as council leaders/core? _______

Upcoming Event: __________________________

Turn out Goal:________________________

Activities Goal for number ofpeople to reach

How often do weneed to do this tomeet our goal? Whendo we do it?

Ie. Phone banking ortabling.

IE. Talk with 500 OnlineMOMs. Get 250contacts. ID 50potential new council

core members.

IE. Twice a weekThursday and FridayNights


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BASE-BUILDING PLANNING WORKSHEET, p2

FOLLOWING UP WITH NEW CONTACTS

Activity Goal for

number ofpeople to reach

How soon after

the initialcontact

do we need tofollow up withthem? When dowe do this?

What are we

trying toplug them into?

IE. Call or 1:1 IE. 75 potentialnew core

members.

IE. Follow upwithin three days.

Phonebank onMonday andTuesday nights.

IE. UpcomingDistrict meeting.

WHAT ARE SOME OPPORTUNITIES TO PLUG NEW PEOPLE INTO THEORGANIZATIONS WORK THIS MONTH?

y Example: Help to make signs for the action!

y

y

Week Monday Tuesday Wednesday Thursday Friday Saturday Sunday

1

2

3

4


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Anti-Oppression Norms:

Large/Small Groupsy If something is perceived as oppressive.....

o Name the perceived offense, follow up with staff.

o Put up an AO Ground Rules sign laying out the steps to take when this occurs

before the training and place them throughout the room.

o Members should approach each other, try to work it out, then approach staff

if not resolved. (ex. "When you said X it made me feel like Y").

Homestaysy If something happens that is perceived as oppressive.......

o For hosts or participants, staff will remain on call and a reassignment will be

placed in motion.

Coaches/Trainers/Staffy Be very clear with trainers about important of small group dynamics and the need to

respect basic notion of step up, step back.

y Name this concern at beginning of training and prep trainers to recognize and

address it.

y To ensure a measure of openness and inclusiveness all MoveOn staff should not

cluster during the training or during break.

y Throughout this training and your interactions with member participants, trainers,

coaches and staff please do so in a spirit of inclusiveness.


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supplementary packet

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