Reversals in policy by the Coalition Government show that they do react to large scale protests especially when backed-up by some well placed media coverage. A look at the U-turn over proposals to privatise the forests in 2011 shows what people power can achieve. But knowing how and when to motivate supporters is critical.

It is important that mass mobilisation does not become the default or starting position for a campaign. It is often the case that more can be achieved by engaging in the policy-making process at an early enough stage. It is also imperative that any organisation tries to work closely with the relevant civil servants. Do not automatically start by going for the 'big bang' approach. See if there are achievable and deliverable options first.

Engaging in any larger scale mobilisation is not without its risks and these too need to be considered. Inevitably, a more political approach to an issue risks alienating Government and politicians do have long memories. Going high profile too soon can cause intransigence and if actually something could have be done about the issue had the advice above been followed, ie early engagement at the right level, then there is a risk of unforeseen adverse consequences.

An early focus on mass mobilisation also risks the campaign losing its power and momentum if the campaigning is not properly prepared. Some useful steps would include:

  1. Take time to understand your supporters and/or members – this can happen in a number of ways but focus groups, surveys, telephone canvassing are all good methods. This may seem obvious but many membership organisations start campaigns without reference to their members and their needs. This can, in the end, lose members or if when the organisation needs the help of its members they find that it is not forthcoming.
  2. Plan the campaign – do not just concentrate on possible media angles but take the time to understand the decision-making process so that efforts can be focused on the right people at the right time. Any efforts need to be planned and mapped out over time.
  3. Give the members and supporters something to do – this ties in with the point above, for instance responding to a consultation, but unfortunately such engagement is often little more than a 'standard' response. A whole batch of letters, all the same, can be counterproductive. It may also the case that opponents to your ideas can also call upon large numbers of supporters and then it becomes a process of 'tit for tat'. Parliamentarians too sometimes complain if they are at the end of a 'standard response' campaign so care needs to be taken. New forms of communication can be empowering but they can also lead to 'lazy' campaigns. Members/supporters need a range of options for engagement and specific jobs to do. This sees members as activists, members are citizen journalists which in turn may be used to help motivate others to the cause.
  4. Think creatively – there are some 'easy' options for showing support for a campaign, for instance a Government e-petition which if it receives more than 100,000 signatures will be considered for a debate in Parliament (emphasis added). There is, however, nothing worse than an e-petition that limps meekly over the line and one that fails to get there at all can actually prove counterproductive. So do not underestimate the difficulties of an 'easy' option.
  5. Tell stories – the real strength in membership/support is not always in strength of cumbers but in the first hand experience and evidence that they can bring to a campaign. Getting them to tell their own stories.

Obviously not everyone can call upon supporters or members to assist in their campaigns and that is sometimes why those in the corporate sector will work with others – campaigning groups, patient organisations, charities etc. So alliances and tie-ins can be part of a campaign as well.

However, the approach still needs to focus on what the public affairs campaign needs and this means getting the timings right, knowing and understanding the decision-making process and engaging with the right people. You still need to deliver a solution but maybe you can do that with more people.

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