The document outlines strategies for building an effective campaign to create change. It recommends: 1) Establishing strategic planning processes with a clear vision, narrative, and goals. 2) Designing a series of escalating tactics to pressure targets and build power by engaging people. 3) Creating coordination structures and tracking progress through goal setting, coordination processes, and celebration of successes.

1. Building A Campaign to Win, Build Power, Engage People in a Movement 1. PUT IN PLACE STRATEGIC PLANNING PROCESSES - CLEAR VISION NARRATIVE, STRATEGY AND GOALS 2. DESIGN SERIES OF ESCALATING TACTICS TO PRESSURE TARGET, BUILD POWER 3. CREATE INTERNAL COORDINATION & TRACKING PROGRESS

2. Building A Campaign to Win & Use Power PUT IN PLACE STRATEGIC PLANNING PROCESSES - CLEAR VISION STRATEGY AND GOALS Campaign Narrative - Values-based narrative, with stories, visuals, multimedia tools and context that connects local work to national effort, larger vision and long-term plan for change in America. Strategic planning process - multiple step iterative strategic planning process by campaign side to engage team in decisions on how to win, how to understand power to win, articulate campaign narrative, chapter engagement and structure we are building. Clear DARCI and roles for strategy planning, decision making, drafting and finalizing of strategic plan and work plans to share with all stakeholders. Clear DARCI for implementation on the ground and for check-ins. Strategy definition - compelling materials to demonstrate our strategies that are clear and well-articulated in terms of the decision makers, the strategic vehicle and the replacement options for jobs and energy. Goal Setting Process - Set ambitious recruiting goals for leaders, supporters that specifically relates to power we need to win on a particular campaign.

3. Building A Campaign to Win & Use Power IMPLEMENT TACTICS TO BUILD POWER, PRESSURE TARGET Design Engagement Tactics and Timeline that are strategic, achieve power building goals and use existing c3 dollars and C4 dollars wisely to target decision maker and engage large numbers of people in a way that escalates pressure and exponentially builds leadership. Base-Building Planning and Work - to launch or ramp up campaigns that immediately begin to build exponentially to bring in new people into the Sierra Club to ensure that a large new and sustainable pool of leaders are able to take on work of the campaign. Diversity - work is informed by a community mapping process to understand who the constituency is for a solution and organizing focuses on identifying and engaging a broad spectrum of those people as leaders and supporters of the campaign. Partner with Others based on Environmental Justice Principles - to ensure that we work with existing community groups and frontline leaders as an effective ally to coordinate the best use of our mutual resources to solve a shared problem. Grasstops – relationships with Grasstops leaders are developed with the following criteria in mind – a) ability to pressure decision maker b) it serves as an unusual partnership and c) ability to engage their fellow leaders and community members in the work of the campaign – have their own active constituency. Campaign Team Structure connected to existing Chapter and Group resources on the ground – work is informed by the existing chapter and group leadership structure and efforts are made to communicate, coordinate and develop shared leadership to implement campaign work.

4. Building A Campaign to Win & Use Power BUILD CAMPAIGN MEGAPHONE – CONTROL THE STORY Research and Analysis – to create compelling video, fact-sheets based on research and data that demonstrate the problem and the solution in a way that could be understood by a non-policy expert. Personal Campaign Communications – support to identify and train campaign leaders that are charismatic and willing to communicate in a personal way with others through various media outlets, using values-based language in addition to presenting fact-based arguments. Campaign supporters know and identify with this person/persons. Can be organizer but better if community leader. Visibility and Recruiting Materials - for leaders to use to recruit others in their community to take part in the work as well as support development of local spokespeople, people connect their story to our campaign narrative. Online outreach arc that builds on communications work and organizing tactics to bring people via online actions, mobilize them to attend base-building tactic events, and continuously moves people into the prospect pool of supporters and leaders. Social Media - to build the campaign news channel and make narrate the story - through micro-campaign websites, Facebook, other social media tools that drives the story and communicates campaign narrative as well as supports organizing. Traditional Media – to reach out to existing news outlets to publicize efforts on tactics to pressure target and to engage in the work of the campaign.

5. Building A Campaign to Win & Use Power USE GOAL SETTING, COORDINATION & TRACKING PROCESSES Budget, staff resources – people and time needed to build base to work from for first phase. Goals, metrics for base building tracking and set clear expectations for organizers time during base-building phase. On-going Commitment to the data cycle of goal and metric setting, reporting, evaluation and adjustment with key findings and recommendations reported out to the broader organization as necessary. Create online coordination, communication and goal setting tools for volunteers to be able to stay connected to the campaign, access information, materials & learn from each other. Create culture of commitment - Leaders are asked to make commitments to contribute specific time and effort to the campaign in exchange for support and follow-up contacts with organizers or other volunteer leaders. Celebrations built in along the way!

6. The New Organizing Model New Current STORY Campaign narrative and personal stories based on values In addition to our current messaging approach. RELATIONSHIPS Relationships - Commitment - Accountability One time tasks - asks - commitment to issue, not people STRUCTURE Structure - related to strategy, people working together over time to build power in community, responsibility entrusted to leaders who grow in skills over time. Static structure, insignificant work, relationships all focused on organizer STRATEGY Strategy - win, demonstrate power, increase capacity over time Win - little visibility or power demonstrated - not as much capacity is built. MEASURABLE ACTION Measurable Action - related to specific goals of campaign. General, not strategic or targeted

7. Campaigns to Win – Build Power

8. Testing Your Strategy & Power

9. Five Practices of a Movement-Building Organizing Campaign

16. Leadership Teams