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̙33___PPT10i.4E+D=' = @B +d $K0 ME)*,(  , , s *"  P<$D 0   J P<} ,# #"P},$D 0 , < ?b 8 k  S Opponents   @` , <Y ?Y8 b  \Internal Conflicts @` , <b ?P8 Y k!Short Term Goals (Specific steps)"" @` , <H[ ?k ` t [Secondary Targets @` , <D{ ?Y` b 8  YFringe Benefits @`  , < ?P` Y8  lIssue Goals (Solutions) " @`  , < ?t<} QTactics @`  , < ?k <t`  YPrimary Targets @`  , < ?b <k 8  _Constituents & Allies @`  , < ?Y<b `  S Resources   @` , <$ ?P<Y`  dLong Term Goals (Problems) @``B , 0o ?P<}<ZB , s *1 ?P` b ` ZB , s *1 ?P8 k 8 `B , 0o ?P}`B , 0o ?P<PZB , s *1 ?Y<YZB , s *1 ?b <b ZB , s *1 ?k <k ZB , s *1 ?t<t`B , 0o ?}<}ZB , s *1 ?k ` t` B , 0D| Pp,$D 0B , 0D|@P,$D 0B ,@ 0D|p ,$D 0B , 0D| @ ,$D  0B , 0D|`PP ,$D 0 , 6!X  : ,$D 0 LEmpower your base to 2  , 6(  ,$D 0 :Do 2 !, 6C fp``,$D 0 :To 2 ", 6H }` ,$D  0 HSo they give you 2 $, 0  ,$D 0 ?Action! 2 %, 0\  @,$D 0 GDecision-makers 2 &, 0  0 ,$D  0 E What you want 2 ', 0 V P  ,$D  0 LStrengthen your base 2 (, 0   ,$D  0 :To 2 ), 0  ,$D 0 IUltimate Goal !!! 2 *, 6*/ #M ,$D 0 QTo continue the fight for 2H , 0޽h ? 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3f3ff80___PPT10. ୳w 0 ph`(  ^  S     b  c $  @   Today, we re going to be talking about something that is very near and dear to AMSA: grassroots organizing and coalition building. AMSA, as you know, has a 55-year history of grassroots organizing on the local, state, and national levels, and we continue to mobilize medical students to effect meaningful change in medicine. In this presentation, we re going to cover the basics of grassroots organizing and introduce you to the really important concept of strategic planning. Medical students always have a lot of energy, and the goal here is to give you the tools you need to focus that energy to make change.H  0޽h ? ̙3380___PPT10.pU + 0    (  ^  S      z  c $L   @    Now to help us do strategic planning, let s turn to the famous Midwest Academy Strategy Chart  this is the tool that organizers have used for decades to challenge these power structures and make change happen. How do we use this chart? Simple: there are 5 columns. You fill each column one by one starting from the left and going to the right. NEVER do this out of order. Again, it s too easy to start thinking at the outset about tactics  your media events or media stunts. But if you don t know what your goal is, all of your tactics will be out of context. Now you might be saying to yourself: hey, this just looks like a bunch of lists. But it s actually more like a computer spreadsheet  when you change something in one column, something in another column might change. If you add a goal, you may develop more internal conflicts and opponents, which requires targeting new people with specific tactics, and so on. That s why you have to fill this chart out from left to right. " !H  0޽h ? ̙3380___PPT10.x4, 0 f^(  ^  S      X  c $P`   @     OK, so let s see how the chart works. Let s assume we are filling this out to increase healthcare access in America. Column #1 is goal setting: what are we after? Let s break these down into manageable pieces. Long-term problem/goals  what is the overarching problem we are working on? What is the major focus on our work? In our example, it would be achieving universal healthcare for all Americans. Issue goal  what is one step we can take to reach the long-term goal? We ll talk more about issue goals in the next slide because there are very important. Short-term goals  what are specific steps I can take to reach my Issue Goal? This is the nuts and bolts step: it s where you set dates, deadlines and expectations to get your issue goal accomplished.  !  !   ! !   $!$$ $$ $((H  0޽h ? ̙3380___PPT10.x@- 0 RJ(  ^  S     _ D  c $H_   @  _  <Issue goals are one of the most important boxes on the entire chart. Why? Because the issue goal is the whole point of your campaign. The issue goal is what you hope to win in THIS campaign. In organizing, our long-term goal is the problem and the issue goal is one solution to address that problem. Leader: use the examples in the slide. If you find yourself saying something general for your issue goal, you re doing something wrong  this has to be a specific victory that you can get through your campaign. If you find yourself saying something like  educate the public , you re confusing an issue goal with a tactic. Education is a tactic. You might use education as a tactic to help you pass a particular piece of legislation, but education is not an issue goal in and of itself. '$3fn  !  !!! !H  0޽h ? ̙3380___PPT10.xp| 0 0 L D  (  ^ 0 S     _ >  0 c $_   @  _   Slide 7: Let s move on to column #2: internal considerations. Campaigns just don t magically happen. Inspiration is much of it, but campaigns take resources and it is important to take a look in your organizational  investment portfolio and see what kind costs, benefits, and conflicts you could be up against. Resources: What do I have? Think in terms of the three T s: Time, Talent (staff, leaders, chapters), Treasure (funds). You are preparing to make an investment in your passion and your resources are your budget to make it happen. Be very specific. For example, in terms of leaders, you have Julie the health policy chair, Jack the president, Joann the treasurer, etc. Fringe Benefits: What will your organization get out of it? Resources are your principle investment, and your fringe benefits are your profit  what you gain as an organization IN ADDITION TO reaching your goal. Examples might be increased media attention for your group during your campaign, new members who join because of your campaign, etc. Internal Conflicts: What might stand in your way internally? For medical students, it might be things like the rigorous schedule of medical school or medical students with opposing viewpoints and priorities. Get these internal conflicts out on the table and get them straight now, or else they will come back to haunt you. ^ !  ! 2 $3f! !  k  N $!$( (,!,0 00 0t4 4H  0޽h ? ̙33X1 0 0(  4^ 4 S     _   4 c $ z   @  _  Column #3 is about our allies and opponents. Power comes with numbers, and if we are ever going to make progress, we must create, strengthen and focus our relationships with individuals and organizations. Leader: Read questions on chart under  Allies and expand as you see fit. At the same time, we must identify those groups that would prevent our coalition from carrying out its goals. Leader: Read questions on chart under  Opponents .! ! !!A !  ! o$ $(!(, ,0!04!4)4 48!8< <!H 4 0޽h ? ̙33  0 V N @ (  ^ 8 S     H  8 c $   @   So to begin with, let s be up front about what it takes to build a coalition. This is an extremely time-consuming activity. Why? First, you need time to develop relationships with other organizations. Organizations come and go, and sometimes their policies or leadership change, so coalition building is a continuing process. Second, you need to let other organizations go through their specific organizational processes. We at AMSA have an organizational process when we join a coalition  we make sure that the relevant leaders are contacted, we consult our PPP to make sure it s consistent with our principles, etc. Other organizations may have to consult their Board of Directors, hold a vote, or whatever. That always takes time. Finally, you need time for other organizations to educate their own members about your issue. So if you re AMSA and want the American College of Physicians to support single-payer universal healthcare, you d have to contact the right person, and then let that person educate the membership so that the membership can decide whether they support it or not.  QP!H  0޽h ? ̙33N 0 h`P(  ^ < S     Z < c $8 _   @   So given that it takes so long to build a coalition, why should we bother investing the time? Because it s NEVER a good idea to go to lawmakers or other people in power until you have built a powerful coalition. NEVER. Why? It s a matter of simple politics  you need to get the attention of powerful people, and to do that, you have to be seen as a legitimate force. Also, you re usually not going to get everything you want on the first try. In that case, you need to have a powerful coalition to back you up and keep pushing for what you want. If you have a weak coalition, they might get discouraged at the initial failure and say,  Well, we re not powerful enough to make anything happen. F !  ! H  0޽h ? ̙334 0 `.(  ^ @ S      @ c $@S   @   $So how do you go about building a coalition? You start by asking which organizations you should target. In general, you should first go for the organizations that are  low hanging fruit  the ones you think will be easy to convince to join a coalition. Then you climb the tree and try to recruit groups that may be harder to convince. Don t do this the other way around, because it ll be easier to convince more reluctant groups if you already have other groups on board. Once you ve selected an organization to target for your coalition, you have to decide who in the organization to target. You always go for the leaders first, not the members. If the organization s leaders give you permission to directly access the organization s members, then you can start targeting them. It s never a good idea to start with the members, because you ll end up alienating the leaders. "ts !H  0޽h ? ̙3306 0 H(  H^ H S      H c $p   @   v<Once you ve recruited coalitions, you have to get them to do things for you. Here are some examples: You can get them to sign something, like a resolution or statement of support. You can ask them for help with your tactics  getting their members to attend one of your media events, getting their members to write letters to the editor. And of course, you can ask them for resources like money, staff, etc. H H 0޽h ? ̙33, @ 0   | (  ^ T S       T c $   @   r  Column #4 is our targets: who can give you what you want? Here, there are two different types of targets. PRIMARY targets are first and foremost people, not institutions. You can t say,  let s target Congress. That s not specific enough. You need a specific person to target. The president, the governor, the dean, the course director, whatever. Primary targets are the people who have the direct power to give you what you want. That is, if you get this person on board in your campaign, you win. SECONDARY targets are people who have more power over the primary target than you do. These are the people who can influence the behavior of the primary target. So if your primary target is an elected official, a secondary target might be constituents who can pressure the elected official to support a piece of legislation. This is what AMSA does with our action alerts all the time  we pressure elected officials by targeting constituents. Another example is a course director  the secondary targets there might be the dean of medical education or the dean of the medical school. Once you select your target, you can then start thinking about things like: where do they live? Who is their constituency? Who gave them money? What groups do they pay attention to?D e  !  H  0޽h ? ̙33zB 0 :2(  ^ \ S     , \ c $1   @   Finally, there s column #5: tactics. This is the fun part  this is where you brainstorm your crazy media stunts and events so you can pressure your targets. Important: the event has to pressure the target! If you stop traffic in New York by standing around naked to protest global AIDS without pressuring a specific target, what you ve accomplished is not direct action  it s education and raising awareness. It s not direct action unless you pressure someone to give you what you want! A direct action tactic would be if you stop traffic in New York by standing around naked to protest the fact that New York s senators haven t been proactive enough in supporting expansions of funding for global AIDS. H  0޽h ? ̙33R 0  (  ^ d S      d c $   @   So let s take a step back. We ve been going column by column, examining each element of developing a strategy, but how does it all fit together? It starts with your constituents and allies in column #3. Basically, you: 1) Call upon and EMPOWER your base to DO& 2) An ACTION to the 3) DECISION-MAKERS so that they give you 4) What you WANT so that you 5) STRENGTHEN your base to continue to fight for the 6) ULTIMATE GOAL! That s how it works! 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AMSA6O( %   Types of Grassroots Organizing&Strategic Planning& & is not the same as simple planning & is planning that works within, around, and through power relationships & is the way that you get what you want from somebody & is the FIRST step of direct action, not something you do in the middleZT+>Planning - Midwest Academy Style http://www.midwestacademy.com ?!$(U,NGoals  Keeping your eyes on the prize!(($V-  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~Root EntrydO) 3PicturesCurrent User)SummaryInformation(PowerPoint Document(_DocumentSummaryInformation8@DHelveticaorts0z[ 0 "PDGaramondorts0z[ 0`DCourierorts0z[ 0 1@ .  @n?" dd@  @@``_>*whoosh.wav.WAV 10103RIFFWAVEfmt ++data~~~~~~~~~~~~~~~~~~~~~~~~~~~|||~~~~~zvtvxz|~zvrnlrv||vtrpptz~|xvtv|~~zxvvvz|~xrlhntzzvrrpprrx~|j[QU_|bICCYn[ICY~zlnh]_r|]SUSSjz|x__l~v_]drnUb|nfd_]d]5=rrnj]jz~lMldrx[[_f|YQfWK_xh[zx[CIjzxxdSQz|_fI9WӹM;QnvK;OUx~xj]]YS~ɵlM?plM;CGpٵ[)Kh|% %;xtKQS]ɖbGr|lSnvz~nfS[nëx;Az=+AYݻ|=/1r_ ?|潄W5/Czãf)/pvbMQr|O=OtjdhjlG?G_ɊK3לdQCMppW;1SŷAMz/#?bx͖SAM[hvhYp~~zrvt[]ptWOUtxxd]v~vvxzd_xzh_nrSQltbdp~_lrQ_l][tf]W]~hWfp|fWhnhbU[hzlSCWbYbnxpdhjvjM9Ot]GQ[dpp~hhhdpx~xh]Yntnrp]dlvjQMb|vdjpzxzztljr||_[r~~jb_j|z|xpp~~v]Wh||zx|x|zzndhpxr]Yfntzjl|z||~vppnrzphrxz|~|xtrjjtv~~vz|z||xrrv~xrprtz|||vzxvx|xtx~~~~~~~zxxxx|zxz~~~rrz~|xz~~|vtx|zxz|~~~||zx|||~~zz|zz~~~~|~~||~~||zz|~||z~~~~zxzz|~~~~|~~~|~||~~~~~~~~~~~~~|||~~~~~~~~~~~~~||~~||~||~~~~|||~~~~||||~~~~~~||||~~~~~~~~~~~|~~~~|zz~~~~~~~||||~~||~~~~~|||~~~~~|||~|~|~~~~|z|~~~~~~~|||~~~~~~~~||~~~~~~~~  LTW*   ; #  c4@ g7$" &   666+)QM #1 1-+&%$"  Op$2$>ld9,@lb$7TZJ=] @l$$$$$$$$$$$$$2$"P=F} ŸLo$$2$V0$NiM{L)01 0AA`f3f3@8 g4-d-d z[ 0ppp@ <4KdKdL 0Pxs49ʚ;V&ʚ;<4ddddL|- 08<4!d!dL|- 08r0___PPT10 2___PPT9/ 0?  O  HVGrassroots Organizing & Coalition Building& ,,6) Skills to transform IDEAS into ACTION! ,*(   Types of Grassroots Organizing&Strategic Planning& & is not the same as simple planning & is planning that works within, around, and through power relationships & is the way that you get what you want from somebody & is the FIRST step of direct action, not something you do in the middleZT+>Planning - Midwest Academy Style http://www.midwestacademy.com ?!$(U,NGoals  Keeping your eyes on the prize!(($V- Issue Goals:BIG PROBLEMS have multiple  partial solutions Long-term goal: increase healthcare access in America Issue Goals: Pass legislation that guarantees access to all children Pass legislation that expands Medicaid eligibility Pass legislation that sets up a single-payer system in America <0C0CX0lInternal Considerations  Costs? Benefits? Conflict?77$Y1Power Grid / Coalition Building $g@)Targets - Who can give you what you want?**$iB)Tactics - Putting on the pressure to win!**$AMidwest Academy Pathway to Success! http://www.midwestacademy.com B$$Coalition Building 101 Coalition Building takes timeYou need time to develop relationships You need time to go through organization processes You need time for representatives to educate their own members about your issue^ $0CNWhy build coalitions?Ignore people in power UNTIL you have built a powerful coalition Ignore people in power UNTIL you have built a powerful coalition Ignore people in power UNTIL you have built a powerful coalition Ignore people in power UNTIL you have built a powerful coalition xP===&\4Who to target? Aim for  low-hanging fruit first, then  climb the tree to harder groups Organizational leaders first& organizational members Second&J$<$Rule of the thirdsRabid 1/3 of population Will do anything for the cause! Middle 1/3 of population Anti 1/3 of population Hate your cause and everything about it P#P2P(PP!#!!(^6The goal& zHave them sign something! Resolution or statement of support Have them help with your tactics Have them commit resourcesR$= $< SummaryDirect action is a form of grassroots organizing that challenges power relationships Strategic planning is always the first step when you plan ANY direct action campaign Coalition building is needed to implement your strategic plan/ "$)*+, -2P  0   Db (  Dd D c $     D s *tl   @   LNow an important rule of thumb to use in organizing is the so-called  rule of thirds. There s the rabid 1/3, who will do anything for your cause. There s the middle 1/3, who may support you but who aren t going to take the time to become active in the issue. And of course there s the anti-1/3 of the population who hates your cause and will never support you, and in fact will sometimes oppose you actively. So a question that organizers ask themselves is: which third of the population should you target? [Have audience members raise hands]. A lot of people think it s the middle 1/3, but in fact, it s the rabid 1/3! You are first and foremost in charge of energizing your base, the people who will do anything for you. Rally them first! Once you get a victory, the people in the middle 1/3 will be more likely to join you. If you target them first, your base never gets energized, and you may be less successful because the middle 1/3 is busy with other activities not related to your issue.*!, H D 0޽h ? ̙33ry^? U^ 72(X / 0DTimes New Roman0z[ 0DArial Narrowan0z[ 0" DArialNarrowan ՜.+,0    &On-screen Show -sA Times New Roman Arial NarrowArialMonotype Sorts Helvetica GaramondCourierGeneric (Standard),Grassroots Organizing & Coalition BuildingSlide 2Types of Grassroots OrganizingStrategic Planning?Planning - Midwest Academy Style http://www.midwestacademy.com(Goals Keeping your eyes on the prize! Issue Goals7Internal Considerations Costs? Benefits? Conflict? Power Grid / Coalition Building*Targets - Who can give you what you want?*Tactics - Putting on the pressure to win!BMidwest Academy Pathway to Success! http://www.midwestacademy.comCoalition Building 101Coalition Building takes timeWhy build coalitions?Who to target?Rule of the thirds The goalSummary  Fonts UsedDesign Template Slide Titles_qjrfjrf Issue Goals:BIG PROBLEMS have multiple  partial solutions Long-term goal: increase healthcare access in America Issue Goals: Pass legislation that guarantees access to all children Pass legislation that expands Medicaid eligibility Pass legislation that sets up a single-payer system in America <0C0CX0lInternal Considerations  Costs? Benefits? Conflict?77$Y1Power Grid / Coalition Building $g@)Targets - Who can give you what you want?**$iB)Tactics - Putting on the pressure to win!**$AMidwest Academy Pathway to Success! http://www.midwestacademy.com B$$Coalition Building 101 Coalition Building takes timeYou need time to develop relationships You need time to go through organization processes You need time for representatives to educate their own members about your issue^ $0CNWhy build coalitions?Ignore people in power UNTIL you have built a powerful coalition Ignore people in power UNTIL you have built a powerful coalition Ignore people in power UNTIL you have built a powerful coalition Ignore people in power UNTIL you have built a powerful coalition xP===&\4Who to target? Aim for  low-hanging fruit first, then  climb the tree to harder groups Organizational leaders first& organizational members Second&J$<$Rule of the thirdsRabid 1/3 of population Will do anything for the cause! Middle 1/3 of population Anti 1/3 of population Hate your cause and everything about it P#P2P(PP!#!!(^6The goal& zHave them sign something! Resolution or statement of support Have them help with your tactics Have them commit resourcesR$= $< SummaryDirect action is a form of grassroots organizing that challenges power relationships Strategic planning is always the first step when you plan ANY direct action campaign Coalition building is needed to implement your strategic plan/ "$)*+, -2P   0P(  r  S l `     S h P<$ 0  H  0޽h ? 3f3ff___PPT10u..c/ 'k+D=' = @B +Z 0 0    (  ^ 0 S     \   0 c $0\   @  \   Let s move on to column #2: internal considerations. Campaigns just don t magically happen. Inspiration is much of it, but campaigns take resources and it is important to take a look in your organizational  investment portfolio and see what kind costs, benefits, and conflicts you could be up against. Resources: What do I have? Think in terms of the three T s: Time, Talent (staff, leaders, chapters), Treasure (funds). You are preparing to make an investment in your passion and your resources are your budget to make it happen. Be very specific. For example, in terms of leaders, you have Julie the health policy chair, Jack the president, Joann the treasurer, etc. Fringe Benefits: What will your organization get out of it? Resources are your principle investment, and your fringe benefits are your profit  what you gain as an organization IN ADDITION TO reaching your goal. Examples might be increased media attention for your group during your campaign, new members who join because of your campaign, etc. Internal Conflicts: What might stand in your way internally? For medical students, it might be things like the rigorous schedule of medical school or medical students with opposing viewpoints and priorities. Get these internal conflicts out on the table and get them straight now, or else they will come back to haunt you. R2 $3f!  !   k  N ! !  t$ $MH  0޽h ? ̙33rߚH? QX Root EntrydO). 3PicturesCurrent User)SummaryInformation(  ΍\Powerpoint page jrf@amsa.orgAMSA JR FellowPowerPoint Document(_DocumentSummaryInformation8L՜.+,D՜.+,    &On-screen Show -sA Times New Roman Arial NarrowArialMonotype Sorts Helvetica GaramondCourierGeneric (Standard),Grassroots Organizing & Coalition BuildingSlide 2Types of Grassroots OrganizingStrategic Planning?Planning - Midwest Academy Style http://www.midwestacademy.com(Goals Keeping your eyes on the prize! Issue Goals7Internal Considerations Costs? Benefits? Conflict? Power Grid / Coalition Building*Targets - Who can give you what you want?*Tactics - Putting on the pressure to win!BMidwest Academy Pathway to Success! http://www.midwestacademy.comCoalition Building 101Coalition Building takes timeWhy build coalitions?Who to target?Rule of the thirds The goalSummary  Fonts UsedDesign Template Slide Title_qjrfjrfs@ 4X_AdHocReviewCycleID_EmailSubject _AuthorEmail_AuthorEmailDisplayName