Social Work with People Practicing Same-Sex ... - ILGA Europe

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2) Development of the campaign's tactics.
Very often organizations confuse strategy with tactics. If the strategy is our intention
to conquer the mountain peak, tactics is the selection of one of possible ways of
climbing.
It should be emphasized that tactics is not the component of the strategy, because one
and the same strategy may utilize various tactics, depending on specific conditions and
circumstances. So, tactics means justified selection of specific methods of advocacy
campaign implementation, which are the best suited to achieve goals and objectives of
the campaign. Among others, the advocacy campaign's tactics should give answers to
the question on how to approach the campaign's targets and how to generate effective
influence on them.
There exists huge variety of methods and solutions of the problem. The main thing is
to select the most appropriate ones in terms of specific situation. Not all methods are
equivalent. Sometimes we should use persuasion methods; in some — rare! — cases
we are forced to utilize demonstrations or public protests. Selection of methods is
primarily based of the “diagram of approaches” to the target. Certain methods may
include business correspondence; others would require mobilization of the public and
mass media campaigns.
3) Development of the campaign's action plan
Plan is the detailed description of sequence of advocacy measures, with every measure
having persons responsible and terms of implementation. Careful fulfilment of the plan
should lead to completion of the campaign's objectives and achievement of intended
goal.
In order to develop good plan, one should clearly understand:
• which of the planned actions and measures are of higher priority for our goal, and
which are of lesser importance;
• which measures require specific and phased development, and which ones can be
implemented along with other measures;
• what is the focus of specific measure;
• who personally will carry out specific activity, or implement specific measure;
• how much time it will take to prepare and implement specific measures, taking
into account the fact that other measures may be prepared and implemented at
the same time period;
• where the activity or measure will take place.
The plan has to give answers to the following key questions:
1) What to do? The plan should describe specific steps (organizational actions) and
measures.
2) What sequence to follow? Steps and planned measures of the campaign shall
be put in peculiar order according to their timing. For example, at the beginning
we prepare inquiry to the parliamentary committee, and then we organize pressconference
on our issue.
3) Who will do it? Every step (organizational action) and measure of the campaign has
to have specific implementer (implementers), or person in charge of this particular
measure. This part of the plan allows personification of its fulfilment, and to link
all steps and measures to the area of responsibility of concrete people.
4) What will be the term of implementation? Performance of every step (action),
and implementation of every measure within the campaign has to have specified
time period. This period may be described in terms of the time period (e.g. first
quarter of the year), or may be given the deadline (e.g., by the day of the month of
the year), or be established against the term of implementation of some previous
plan items (e.g. within one month after the press-conference).