Activist Handbook 2019

Acknowledgements ............................................................................................................................... 3
About the ACLU ................................................................................................................................... 3
From Our Executive Director .............................................................................................................. 5
RESISTOR: Laying the Foundation.................................................................................................... 8
Community Agreements............................................................................................................... 8
What is Activism? ....................................................................................................................... 10
Moving from Issues to Action..................................................................................................... 10
What is Power?............................................................................................................................ 11
Tool: Root Cause Tree ................................................................................................................. 12
CIRCUIT BREAKER: Understanding Our Role in the Movement ................................................ 14
Putting ACLU’s Work in Context .............................................................................................. 14
Race Equity Resources & Further Reading .............................................................................. 15
ENERGIZER: Strengthening Our Organizing & Leadership Muscles .......................................... 18
Part I: Building Collective Power .............................................................................................. 18
Recruiting Volunteers ............................................................................................................ 18
Practice: Craft a Personal Narrative .................................................................................... 21
Structuring Leadership ......................................................................................................... 22
Running Effective Organizing Meetings .............................................................................. 25
Making Meetings Accessible ................................................................................................. 27
Part II: Designing the Blueprint ............................................................................................... 28
Identifying Stakeholders ....................................................................................................... 28
Tool: Circle of Influence Stakeholder Map ........................................................................... 29
Identifying Targets ................................................................................................................ 30
Tool: Power Map ..................................................................................................................... 30
Identifying SMARTIE Goals ................................................................................................. 34
Crafting a Strategy ................................................................................................................ 34
Tool: Midwest Academy Strategy Chart .............................................................................. 35
CONDUCTOR: Navigating the Legislative Process ........................................................................ 38
Washington State Legislature 101 ............................................................................................ 38

Power Up Activist Handbook - 2019 1

 How a Bill Becomes a Law ......................................................................................................... 42
Resources & Further Education ................................................................................................ 43
Practice: Get to Know Your District .......................................................................................... 44
AMPLIFIER: Choosing & Using Tactics .......................................................................................... 46
What is a Tactic? ......................................................................................................................... 46
Lawmaker Meetings .............................................................................................................. 47
Phone Calls & Emails ............................................................................................................ 49
Public Comment ..................................................................................................................... 51
Bird-Dogging .......................................................................................................................... 54
Media Tactics.......................................................................................................................... 55
Practice: Design a Tactical Action Plan .................................................................................... 59
TRANSFORMER: Bringing It All Together ..................................................................................... 62
Sustaining Your Activism .......................................................................................................... 62
Practice: Make Your Commitments .......................................................................................... 63
Additional Resources .................................................................................................................. 64

2 Power Up Activist Handbook - 2019

 Thank you to the following individuals and organizations for contributing materials and
insight to this handbook and training:

Omid Bagheri
Tessa D’Arcangelew
Uyen Doan
Barrington Gore
Fleur Larsen
Ashley Morris
Gabriela Rojas

ACLU of Arizona
ACLU of Northern California
ACLU of Southern California
Advocates for Youth
Beautiful Rising
Midwest Academy
National ACLU
The Management Center

The American Civil Liberties Union is a nationwide nonprofit organization with more than
four million members and supporters, and affiliates in all 50 states, Puerto Rico, and
Washington, D.C. We work in the courts, legislatures, and our communities to protect and
extend basic rights for everyone. The ACLU is nonpartisan and does not endorse or oppose
candidates.

The ACLU of Washington is one of the largest state affiliates, with over 130,000 members
and supporters statewide. We work to ensure justice, freedom, and equality are realities for
all people in Washington State, with particular attention to the rights of people and groups
who have historically been marginalized and disenfranchised.

Power Up Activist Handbook - 2019 3

4 Power Up Activist Handbook - 2019
 Dear Activist,

Thank you for your commitment to the fight for justice,

equity, and fairness. Your support and activism make
Washington and the entire country a better place.

I believe in the promises of the Constitution, though I also

believe they are still too far from being realized for too many
people. At this moment in time, the values that so many of
us hold dear are at risk.

This is personally meaningful to me because my ancestors

were human beings held in bondage for the profit of
institutions that considered them not to be whole humans.
The highest court in the land deemed my people to be only
three-fifths of a person.

The story of my ancestors is not the only story of legally or institutionally sanctioned
inhumanity in the United States. Native Americans were killed and cheated out of their
lands. Chinese immigrants experienced hatred, abuse, and legal exclusion. Japanese
Americans were incarcerated and continue to experience generational pain and trauma.
Immigrants from Mexico and other countries endure false characterization as criminals,
while Muslims are branded wholesale as terrorists.

It is not enough for us to shake our heads in dismay. Now more than ever, the ACLU must
continue to protect and remain steadfast in our commitment to advance equity and liberty in
the face of efforts to erode the rule of law and target communities.

This fight is a community effort which is why I am so glad you have joined with us to “power
up” your activism. I look forward to partnering with you to make Washington and the United
States live up to their promises. We have a lot of work to do; I am excited about what we will
accomplish together.

In Solidarity,

Michele Storms

Power Up Activist Handbook - 2019 5

6 Power Up Activist Handbook - 2019
Effective organizing and activism are built on trust. First, we build trust with each other as
ACLU activist leaders, and then we build trust with communities and allies. We facilitate
trust building by making community agreements about how we will treat one another in
our meetings and conversations.

– Learning new ways of engaging with others can be uncomfortable

and challenging. It requires us all to be brave and embrace our own discomfort, keeping our
defense mechanisms in check. It’s a big ask, with big rewards in collective power. We can
help each other be brave by committing to building a space where everyone is seen, heard,
and respected.

We will embody this principle in Power Up by agreeing to:

Respect and treat others the way they want to be treated,

not the way you prefer to be treated. We all come from different walks of life. Be
respectful of people’s backgrounds, experiences, and learning approaches. Use
people’s correct pronouns and apologize when you make a mistake.
Assume that others are speaking and acting
from a place of good intent. At the same time, if our actions negatively impact
others, we must take responsibility for that impact.
Engage meaningfully and authentically in the conversation
that’s going on in the room (not the one on your phone).
If you do need to answer calls or texts, please step
outside the room.
The more voices that contribute to the conversation, the better. If
you haven’t given others the opportunity to hear your perspective, speak up. If
you’re hearing yourself a lot, practice quiet observation and focused listening. We
affirm both experiences as important to growth.
Avoid crosstalk and speaking over or
interrupting others.
What’s said here stays here. What’s learned here is
shared everywhere.
Practice patience and compassion for yourself and others.
Do what you need for your own well-being and support others in doing the same.

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 This training series was designed so that each session builds off
the lesson before. Please commit to attending and participating in all sessions to
build our collective advocacy and leadership skills.
We want you to enjoy this training. Creating a shared space is about
coming together as a community, being mutually supportive, and enjoying each
other’s contributions.

Power Up Activist Handbook - 2019 9

Activism is fundamentally about power – it is action people take, individually and
collectively, to challenge power imbalances and create positive change. One activist working
alone may not have enough access or influence to create lasting, systemic change, but
collectively, we can build and apply enough power to transform policies and institutions. In
this section, we will examine forms of power, how power informs the issues the ACLU
works on, and how we challenge the status quo as constituents of elected decision makers.

Why does constituent advocacy matter? Lawmakers work for you – and what you care
about matters to them. Our goal is to build power among constituents across Washington so
that everyone can hold elected officials accountable to a vision for our state that is
inclusive, equitable, and fair. Whether you’re already at your lawmaker’s office every week
or you’re dipping your toe into activism and organizing for the first time, you have power
you can leverage and share.

The ACLU works on a wide range of civil liberties issues, including free speech, separation
of church and state, due process, privacy, police accountability, mass incarceration,
surveillance, immigrant rights, reproductive justice, LGBTQ+ rights, and more. Our focus
is on giving meaning to the promise of liberty and justice for all, with a clear-eyed
understanding of structural, systemic, and social barriers to equal enjoyment of
constitutional rights. We pay special attention to the spaces where civil liberties and racial
justice intersect, being mindful of our country’s history, its institutionalization of racism
and white supremacy, and the corresponding impacts on individuals’ exercise of civil
liberties and civil rights.

_____________________________________________________________________________________
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 When we talk about power, we’re talking about the ability to shape the structures and
systems that impact peoples’ life experiences, and specifically their ability to enjoy the civil
liberties and civil rights promised to us all. It is also the ability to influence the
decisionmakers who are positioned to shape those structures and systems.

In order to win on the issues that matter to us and bring our vision of a more just world to
life, we must build our collective power. Later in this training, we will explore how to
analyze power within the context of goal setting and creating a strategy chart. In this
section, we are thinking about power more broadly.

There are four main forms of people power:

Electing lawmakers who will support your legislative agenda and

holding them accountable when they are in office, and changing laws through direct
democracy (i.e., ballot initiatives). Political power is wielded by voters and by money
for political education to raise awareness, prioritize issues, persuade
decisionmakers, and spur action.
Using the courts and regulatory agencies to hold individuals
and institutions accountable for violating people’s rights, thereby motivating them to
change their behavior.
Using strikes or protests to disrupt everyday business to cut into
profits and shame bad corporate actors.
Using boycotts or other means of organizing consumers to hit
corporations at their bottom line.

As we’ve seen throughout our history, building people power takes time and perseverance,
but the commitment to sustained, organized activism creates far-reaching waves of
transformation. While all these forms of power are key to challenging the status quo and
driving change, the focus of this training is on political power. Constituents can and should
hold elected officials accountable and demand protections for civil rights and civil liberties.
But in order to hold lawmakers to the highest standards, it is critical that we understand
the problems we are really trying to solve. Organized activism should target underlying
systems, not just surface-level symptoms.

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Sometimes the issues that motivate us are the symptoms of deeper problems that arise out
of institutionalized racism and structural inequity. Take a moment to think about the
issues you brainstormed on page 10. Are the things you wrote down “leaves,” the most
visible parts of a problem; the “trunk,” the policies and practices that hold these problems
in place; or “roots,” the historical and social factors that caused the problem to grow?

In the next section, we will begin to examine our own racial identity and how we are
personally impacted by and/or unintentionally benefit from institutionalized racism and
white supremacy.

What problems have directly

impacted community
members identified?

What structures, practices, and policies

institutionalize the problems? What
role do public entities play? What role
do private actors play?

What are the underlying historical, racial, social, or

economic root causes of these problems? Why do
these structures or policies exist? Whom do they
benefit? Whom do they harm?

This tool is adapted from Advocates for Youth, who adapted it from the Blueprint for Social Justice,
developed by the Movement Strategy Center (MSC) for Young People For. This work is an updated
version of the Blueprint for Social Justice Workbook & Curriculum licensed in 2009 to Movement
Strategy Center, under the Creative Commons “Attribution-Non-Commerical-ShareAlike 2.5”
License.

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The ACLU of Washington uses a racial equity framework to guide our decision-making
about whether and how to engage in any given advocacy project, from deciding whether to
distribute literature at a community event to choosing what bills we advocate for in the
legislature. Race equity is at the center of every issue we work on, but we are not experts in
it. As we learn to become better antiracist advocates at both a personal and organizational
level, these are some of the questions we ask ourselves:

What are the assumptions we bring to this decision that relate to racial equity?

What are the outcomes we are hoping to create?

How will we involve community members and other stakeholders in the decision-making
process? How will we engage multiple and diverse perspectives?

How will this project increase racial equity? How might it decrease racial equity?

Are there potentially foreseeable unintended consequences?

Who else can we engage to advance opportunities and minimize harm?

How will we communicate our decisions to our allies and stakeholders?

The next section includes a list of helpful resources for unpacking our own individual
privileges and biases and applying an antiracist lens to our advocacy.

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This is a small selection of publicly available resources relating to race equity, allyship,
implicit bias, and the United States’ history of institutionalized racism. This list is not
comprehensive, and we encourage you to seek out additional sources of information.

“Confronting racism is not about the needs and feelings of white people.” Ijeoma Oluo. The
Guardian. March 28, 2019.
https://www.theguardian.com/commentisfree/2019/mar/28/confronting-racism-is-not-
about-the-needs-and-feelings-of-white-people

“Decentering Whiteness.” Jeff Hitchcock and Charley Flint. The Center for the Study of
White American Culture, Inc. 1997, 2015.
http://www.euroamerican.org/public/decenteringwhiteness.pdf

“Guidelines for Being Strong White Allies.” Paul Kivel. Adapted from Uprooting Racism:
How White People Can Work for Social Justice. 2006.
http://www.racialequitytools.org/resourcefiles/kivel3.pdf

“Implicit Bias: Scientific Foundations.” Anthony G. Greenwald & Linda Hamilton Krieger.
California Law Review. July 2006, Volume 94, Issue 4.
https://scholarship.law.berkeley.edu/cgi/viewcontent.cgi?referer=&httpsredir=1&article
=1250&context=californialawreview

“Levels of Racism: A Theoretic Framework and a Gardener’s Tale.” Camara Phyllis Jones.
American Journal of Public Health. August 2000, Vol. 90, No. 8.
https://ajph.aphapublications.org/doi/pdf/10.2105/AJPH.90.8.1212

“Moving the Race Conversation Forward.” Race Forward: The Center for Racial Justice
Innovation. 2014. https://www.raceforward.org/research/reports/moving-race-
conversation-forward

“A Primer on Intersectionality.” African American Policy Forum.

https://waraceequityandjustice.files.wordpress.com/2015/07/00ba4-59819079-
intersectionality-primer.pdf

“So You Call Yourself an Ally: 10 Things All ‘Allies’ Need to Know.” Jamie Utt. Everyday
Feminism. November 8, 2013. https://everydayfeminism.com/2013/11/things-allies-need-
to-know/

Power Up Activist Handbook - 2019 15

 “Understanding Oppression: Strategies in Addressing Power and Privilege, Part 3: Skill
Sets for Agents.” Leticia Nieto & Margot F. Boyer. ColorsNW. March 2007.
https://beyondinclusion.files.wordpress.com/2011/07/ask_leticia_part_3.pdf

“White Privilege: Unpacking the Invisible Knapsack.” Peggy McIntosh. 1989.

https://nationalseedproject.org/Key-SEED-Texts/white-privilege-unpacking-the-
invisible-knapsack

Between the World and Me. Ta-Nehisi Coates. 2015.

How to Be an Antiracist. Ibram X. Kendi. 2019.

The New Jim Crow: Mass Incarceration in the Age of Colorblindness. Michelle Alexander.
2010.

So You Want To Talk About Race. Ijeoma Oluo. 2018.

White Fragility. Robin DiAngelo. 2018.

“The 1619 Project Curriculum.” Pulitzer Center in collaboration with The New York Times.
August 2019. http://pulitzercenter.org/lesson-plan-grouping/1619-project-curriculum

Opportunities for White People in the Fight for Racial Justice: Moving from Actor to Ally to
Accomplice. https://www.whiteaccomplices.org/

Organizational Race Equity Toolkit. Washington Race Equity & Justice Initiative.
JustLead Washington. June 2018. https://justleadwa.org/learn/rejitoolkit/

Project Implicit: Take an Implicit Association Test. 2011.

https://implicit.harvard.edu/implicit/takeatest.html

“What is Systemic Racism?” Race Forward. Video series.

https://www.raceforward.org/videos/systemic-racism

“When Heritage = Hate: The Truth About the Confederacy in the United States.” Jeffery
Robinson. August 24, 2017 (lecture). https://www.youtube.com/watch?v=QOPGpE-sXh0

16 Power Up Activist Handbook - 2019

+/-
In order to build the power necessary to take collective action and move our targets, we
need to foster authentic one-on-one relationships. Doing so requires organizers to connect
with people to build trust and understand what motivates them. In this section, we will
explore the process of recruiting new members and sharing our personal stories, as well as
examine how to effectively organize teams and run meetings that draw on each person’s
strengths to build power.

Creating long-lasting relationships through organizing requires more than just finding out
about someone and making an ask of them – you should also share your story of why you
are moved to do this work. On page 21, we will walk through crafting a personal narrative
that you can use when recruiting a new member to your cause or deepening an existing
relationship. Invite a new person to meet you for a one-on-one meeting and use this tool to
help frame the story you will share with them. Personal narratives can also be a powerful
tool when talking with decisionmakers by making the problem personal and emphasizing
your commitment to finding a solution.

What does a one-on-one meeting look like in practice? You may already have someone in
mind you want to meet, or you might find them at an action hosted by another organization
or group. Suggest meeting up for coffee or at a public space like a library. These meetings
aren’t scripted, but they should contain the following five key elements of a successful one-
on-one:

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 Make sure that when you meet, both of you are in a place where you can
give each other your full attention. Without being present, you simply can’t connect.
Be clear about why you are meeting. Tell them, “I’d like to meet because I
know you care about this issue, and I want to hear your ideas about what we can
do.”
Share your story and ask the other person to share theirs, so that you
can understand not just what you each care about but also why. Share how your
experiences and values have led you to this work, ask the other person open-ended
questions, and practice active listening. This should take up the bulk of your
meeting.
Exchange resources such as ideas, information, skills – and the most
valuable resource of all – time.
Every successful one-on-one meeting ends with a specific commitment.
Commitments don’t just have to be about signing petitions or showing up to an
action. You can also make a commitment of time to meet again and keep building
the relationship.

Knowing what commitment to ask for from a new recruit can be challenging. In order to
make an effective ask, you need to know who the person is, what they care about, and most
importantly, why they care. Many organizers use the Head, Heart, and Hands model when
thinking about recruitment. In this model, the head represents the issues that matter to
that person. The heart is the values the person holds, and the hands are the capacity that
person can contribute.

Your ask to this person should be:

Connect to the ‘Heart’ and the values that the person holds.
Provide details based on what you need and what capacity and resources
they have to share.
Compel them to join you by explaining why this action matters now.

Power Up Activist Handbook - 2019 19

What do they care about?

How does this issue affect

them?
What skills, talents, time,
and resources do they What values shape how
have to contribute? they see the world?

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 In order to build authentic relationships through organizing, it is critical to understand
your own story and to share it with others. This framework is adapted from the work of
Marshall Ganz, a lifelong community organizer and thinker who organized alongside Cesar
Chavez with the United Farm Workers, and now teaches at the Harvard Kennedy School.

Why are YOU called to make change in the world? When did you start to care?
Why? What personal story can you tell that will help others understand why you fight for
civil rights and civil liberties?

What values do you share with the ACLU community? What moments or
experiences have you and your community shared that demonstrate these values?

What is the change you want to make in the world? Why is it urgent? What can
people join you in doing now? (Remember to make an ask!)

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There are multiple styles of leadership, each of which can be effective in different settings.
“Dot in the middle” leadership occurs when one leader holds onto all the work and
responsibility for the team. Alternatively, in the “We’re all leaders!” model, there’s really no
leadership at all. Everyone is busy doing their own work, but without any coordination or
communication.

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In an advocacy setting, an alternative to both models is often more effective. The
“snowflake model,” which comes from Marshall Ganz’s framework, has been used by
organizers around the world. This is also known as an interdependent team, where the
success of the whole team depends on how well individual members collaborate. Each team
of leaders are responsible for recruiting and developing other leaders, who then develop
others, and so on throughout a campaign. The teams are also interdependent – that is, the
success of the team depends on how well individual members collaborate with one another.

Power Up Activist Handbook - 2019 23

Effective, interdependent teams allow us to accomplish things we couldn’t individually:
achieving goals, building new capacity (team growth), and learning (individual growth).

To build effective teams, we need certain conditions in place:

• It’s clear to everyone who is on the team and who isn’t. Boundedness is
especially important when you’re in a leadership role. The people you’re accountable
to need to know who’s in charge and who they can go to with questions and concerns.
• There’s not a revolving door of people entering and exiting the team. It’s the
same people, on the same team, committed to working together for a set time or to
achieve a set purpose.
• Your team represents a variety of skills, talents, perspectives, and
constituencies.

Strong teams also need team-building process that includes a shared purpose, explicit
community agreements, and clear roles.

• This is your group’s mission statement – it’s the “who, what, and
how,” and it helps your team get on the same page about WHY you’re a team in the
first place.
• These are your group’s ground rules. It’s a way to set
explicit expectations for how people interact and work together to achieve a common
goal.
• For teammates to share the work equitably, you need to clarify roles and
responsibilities. Roles should be based both on what is needed for the team to
succeed, as well as on the strengths and areas of growth of individual team
members.

The following section provides some tips for running effective organizing meetings so that
you can harness your group’s collective power and make the most out of your time together.

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 Overall, a good meeting:

• Involves a clear before, during, and after. Equal time should be spent on each
part.
• Has clear and realistic goals.
• Is a participatory space where all ideas should be heard.
• Encourages frank and constructive debate, but not personal attacks.
• Ends with clear action items and people assigned to them.
• Leaves everyone feeling like progress is being made.

• Define the goals of the meeting.

• Prepare an agenda with time frames.
• Share the agenda to collect feedback and ensure participants know what to expect.
• Assign meeting roles (facilitators, note takers, timekeeper, etc.).
• Prep anyone who will have speaking roles.
• Check with attendees regarding any specific needs that you might not think to
consider given your identity and experience.
• Make sure all logistics are in place (venue, A/V, food, transportation, childcare, etc.).
• Make reminder calls and/or texts to maximize turnout.
• Create a sign-in sheet.

• Start and end on time.

• Support each other in succeeding in your meeting roles.
• Make sure everyone signs in.
• Include introductions/space for relationship building.
• Clearly state the goals, intended outcomes, and agenda for the meeting.
• Build a culture of participation through reviewing and following community
agreements.
• Finish one thing before going on to the next.
• Ensure everyone has a chance to be heard.
• Review decisions made, capture action items, and assign people to each.
• Evaluate and close the meeting.
• Set the next meeting date.

Power Up Activist Handbook - 2019 25

 • Thank everyone for joining and remind them of the next meeting date.
• Do data entry with the sign-in sheet.
• Make sure people assigned to tasks know which action items they are responsible for
and on what timeline.
• Share meeting notes with those who could not attend.
• Decide how subsequent meetings can be improved.
• Team leads should continue checking in on progress of action items.

Welcome
everyone to the meeting and remind them why they are there. Briefly review
the agenda and community agreements.
Facilitators should introduce themselves with their
names, pronouns, where they’re from, role, and any other getting-to-know-you
prompt. Ask others to do the same in pairs, small groups, or to everyone,
depending on the size of the meeting.
Facilitators should share what they know about
the issue/campaign and ask others to add any information they have.
This should be the bulk of your meeting.
Discuss your goals and what steps you as a group will take to achieve them. If
there is an immediate event/action coming up, use this time to build a plan for
it.
• Do you need to show strength in numbers really quickly? How about a
calling campaign or postcard party?
• Do you want to highlight individual stories in the media? How about
letters to the editor or an earned media event?
Now that you have a plan, decide on what actionable
steps you will take next. This will include assigning roles and setting
benchmarks for your planned action.
Capture pluses (what went well) and deltas
(what could be improved) for the meeting, set the next meeting date, and close
it out.

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 The ACLU is committed to making the shared spaces for this training as physically and
socially accessible as possible, and we encourage activists to do the same when organizing
community meetings. When hosting organizing meetings, consider the following:

• Spaces should have wheelchair accessibility and access to gender neutral bathrooms.
• Training language should be accessible and interpretation available to all.
• Be aware of sensory sensitivity and be mindful of scents.
• Provide refreshments, with thought given to the length and time of day of your
meeting, and possible dietary restrictions.
• Make meetings family-friendly or provide childcare.
• Select meeting locations easily accessible without a car, and culturally comfortable,
to community stakeholders.
• Consult community stakeholders and select weekdays and times that don’t conflict
with other events and accommodate work, school, and family obligations.
• Make video or phone conferencing an option, but keep in mind that in-person
communication is always superior for inclusion, understanding, and trust building.

Power Up Activist Handbook - 2019 27

As activists, we often have a general sense of the change we want to see and possible
solutions. However, truly transformational change that promotes equity, is sustainable,
builds momentum, and resists backlash must include and account for directly impacted
stakeholders and people closely connected to the issue we’re tackling—including people
invested in the status quo who will oppose our efforts.

Stakeholders include directly impacted individuals with lived experience of a problem; their
friends, families, and communities; direct service providers attempting to address the
problem; researchers who study it; and people who cause and contribute to it. A stakeholder
may be a government entity, academic institution, or other type of organization. We consult
with stakeholders to gain clarity about the specific nature of a problem, the scope of the
harm it is causing, its priority to directly impacted individuals and other stakeholders, and
solutions promising the greatest scope and scale of impact.

The following tool will help you to identify your stakeholders and their level of interest in
and influence over the problem you want to tackle.

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 Stakeholders are the people impacted by or connected to the problem you are trying to
solve. Sometimes, as activists, we work on problems that do not directly impact us; we may
be in the middle or even outer stakeholder rings. It is critical that we acknowledge and
work with stakeholders in the innermost ring, who are directly impacted and have the
highest degree of interest in the problem. These people have intimate, first-hand experience
and are the leaders in determining the solutions we pursue.

This tool comes from Chronicles of Change: An Organization’s Guide to a Theory of Social
Change, by the National Gender & Equity Campaign of Asian Americans/Pacific Islanders
in Philanthropy (AAPIP).i

Indirect impact and a significant

degree of interest and/or influence

Stakeholders with less direct impact, but

a high degree of interest and/or influence

Stakeholders who most

directly impact and/or are
impacted by our work and/or
who have the highest degree
of interest and influence

Power Up Activist Handbook - 2019 29

Once you have consulted with stakeholders to clarify the nature, scope, and scale of a
problem and solutions likely to have the greatest impact, you are ready to identify your
targets. A primary target is someone who holds the power to make decisions that can
achieve or frustrate your advocacy goal. A secondary target is someone who holds power
over or influences a primary target. Unlike a stakeholder, a target is always an individual
and never a government entity, academic institution, or other organization.

The following tool will help you identify your primary and secondary targets, the level of
power and influence they hold, as well as their relationships to one another. Completing
this exercise will inform your strategy and the tactics you choose.

Power mappingii can help you to identify decisionmakers and influencers, understand their
relationships to one another, and develop a strategy to leverage those relationships to
achieve change.iii Visually mapping relationships between people can reveal the value of
these relationships in the context of your advocacy goal and help you to prioritize your
outreach. This is key to developing strategy, because your primary and secondary targets
are not always obvious.

There are many different approaches to creating a power map. This particular model comes
from Andrew Boyd as part of the collaborative Beautiful Rising toolbox for changemakers.iv

Think back to the Root Cause Tree Tool on page 12. The problem you are trying to solve
should be at the trunk, or ideally root, level.

Once you’ve identified the problem, think about the stakeholders who impact or are
impacted by the issue. The Circle of Influence Stakeholder Map on page 29 can help you
identify stakeholders at various levels. Don’t forget to include your group as a stakeholder.

Questions to ask:

• Who created the problem you are trying to solve?

• Who is impacted by the issue?
• Who is geographically relevant to the issue?
• Who is trying to fix the problem?

30 Power Up Activist Handbook - 2019

 Unlike targets, stakeholders can include institutions and organizations. You should end up
with a long list of institutions, organizations, influential people, media, and individuals.

Do research to figure out who influences your targets. Think about the individuals at the
institutions and organizations that you’ve identified who make decisions. Influencers can
fall into multiple categories, such as:

• Money (campaign contributions, business interests and competitors)

• Media (reporters who cover your issue, newspaper editorial boards)
• Caucus leadership and colleagues
• Other elected officials
• Associations (social groups, sports clubs, places of worship)
• Relationships (friends, family, endorsers, voters)

Targets are the people with the power to fix the problem and the people who influence
them.

Questions to ask:

• Who has the power to fix the problem, but hasn’t taken action? This is a primary
target.
• Who has influence over the person with power? This is a secondary target.

Unlike stakeholders, targets are always individuals, never institutions or organizations.

Power Up Activist Handbook - 2019 31

 This is where you create a visual map of decisionmakers, influencers, and relationships –
both to the primary targets and to each other. Place each individual from your target list on
the grid based on their level of power and their position on your issue. Then, draw lines
between figures on your power map to represent relationships between individuals. Some
influencers will be connected to many other influencers. These are referred to as “nodes.”

You will need to create multiple power maps and tailor each to a specific primary target
when multiple decisionmakers need to be persuaded to achieve your goal.

32 Power Up Activist Handbook - 2019

 Once you have mapped relational power lines, prioritize your targets. Ideally, your targets
have high levels of power and fall toward the left side of your map, toward a position of
support. It’s okay if a target is an opponent. You can work with secondary targets to move
opponents toward a supportive or neutral position.

Questions to ask:

• Who has the most connections?

• Who has the strongest level of influence?
• Who do you have a relationship with? Are you in a position of power?
• Who is most likely to share in your goal?

In a later section, we will discuss tactics that can be used to impact decisionmakers, and
specifically elected officials. There are three primary ways you can use your power map to
visualize your goals:

You can move your targets to the left of your grid, toward greater support of your
issue.
You can move your partners and yourself up or to the left by making your own group
and allies more powerful and/or more committed to the issue.
You can add relationship lines that don’t already exist by building relationships.

As you use tactics to move your target(s), the relationships and issue positions on your map
will change. You should constantly revisit your power map to see how power has shifted
and what changes you need to make to your plan.

Power Up Activist Handbook - 2019 33

Sometimes the world we want to create, like the one we envisioned on page 10, will take
years or even generations to achieve. A critical piece of sustaining our activism is to break
up the work into discrete goals that will inform the strategies we choose. The SMARTIE
tool, created by The Management Centerv, is a strategy for crafting goals that are Smart,
Measurable, Ambitious, Realistic, Time-bound, Inclusive, and Equitable. A SMARTIE goal
is:

– Reflects an important dimension of what you seek to accomplish.

– Includes standards by which reasonable people can agree on whether the

goal has been met (by numbers or defined qualities).

– Challenging enough that achievement would mean significant progress.

– Not so challenging as to indicate lack of thought about resources or

execution; possible to track and worth the time and energy to do so.

– Includes a clear deadline.

– Brings traditionally excluded individuals and/or groups into processes,

activities, and decision/policy making in a way that shares power. (Source: OpenSource
Leadership Strategies)

– Includes an element of fairness or justice that seeks to address systemic

injustice, inequity, or oppression.

Once you have determined your goals, the last step is to craft a strategy that considers your
capacity, stakeholders, targets, and available tactics. This tool, adapted from the Midwest
Academyvi, will help you think through your strategy and decide which steps to take and
when. The strategy chart is not a static tool; you should constantly review and revise your
strategy as you accomplish goals and hit roadblocks.

Filling out a strategy chart is a significant task. You should plan to devote several hours
with your group to completing the chart, then refer to it every time you meet to discuss your
progress. More information about the strategy chart can be found in Organizing for Social
Change: Midwest Academy Manual for Activists, 4th Edition.

34 Power Up Activist Handbook - 2019

 Tactics are actions
What you really want. List the resources you The target (decision taken to move your
Example: People are no and/or your team bring • Whose problem is it maker) is the person target to say yes to the
longer locked in cages to this issue. This most directly? who has the power to goals.
and geographically includes: • What do they gain if give you what you want!
separated from • People they win? A target is always a
community and loved • Time • Who else will be an person, not an • Show your power to
ones. • Meeting space ally on this issue? institution. the target while

Power Up Activist Handbook - 2019

• Skills • What power do they also building the
• Connections have over the power of your
What you are trying to • Audience (social targets? • What pressure does group.
win now. Example: End media groups, email • What risks are they your target face? • Be directed toward
school suspensions to lists) taking? • What power do you the primary or
cut off the school-to- • Funding have over the secondary targets.
prison pipeline. target? • Move you closer to
• What will your achieving your
List the specific ways success cost them? goals.
A step to the you need to build your • What will they do to The secondary targets • Be flexible and
intermediate goal. group’s capacity. oppose you? are those people who creative.
Example: Get Rep. X to Examples: • How strong are have power or influence • Make sense to your
vote yes on HB XXXX. • Recruit new they? over your primary stakeholders.
members • What power do they target. Examples: • Be within reach of
Goals are always • Develop leadership have over the donors, voters, your own members
concrete improvements • Develop organizing target? employers. so they are willing
in people’s lives! skills • Can you neutralize to participate.
• Access educational or divide any
materials or opponents?
institutional
knowledge
© Midwest Academy, 28 East Jackson Blvd. #605, Chicago, IL 60604 · (312) 427-2304 · www.midwestacademy.com

1 See page 30 to learn more about identifying targets.

35
 BLANK

36 Power Up Activist Handbook - 2019

Washington State has a part-time legislature that meets at the state capitol in Olympia.
The state is divided into , each of which is represented by one Senator
and two Representatives. Lawmakers must be at least eighteen years old and eligible to
vote to be elected. State legislators come from diverse professional backgrounds – there are
lawyers, farmers, police officers, small business owners, nonprofit professionals, teachers,
and more.

Source: Washington Secretary of State

The Washington State Legislature operates on a , meaning one cycle of the

legislative process takes two years. The first year is the “long session” (odd-numbered
years), which lasts 105 days. This is when the legislature takes on the . The
second year is the “short session” (even-numbered years) and lasts 60 days. Typically, this
is when lawmakers take on more .

Within each legislative session, there are a series of . With a few exceptions, bills
must make it through different stages of the legislative process by the cutoff deadline, or
the bill is “dead” for the year. House bills (indicated by “HB” before a bill number) are bills
introduced by a Representative. These bills must go through a in the
House, a (if the bill has an impact on the state budget), and then be
of the House before it moves over the Senate to repeat the same process in that

38 Power Up Activist Handbook - 2019

chamber. Senate bills (indicated by “SB” before a bill number) go through the same process
on the opposite side.

Once a bill has been passed by both chambers, the Governor has five days, not including
Sundays, to sign or veto unless (end of session) would fall during those five
days. In that case, the Governor has 20 days. The Senate can override a Governor veto with
a 2/3 majority vote. If the Governor neither vetoes nor signs within the prescribed time, the
bill becomes law without signature. Except for bills including emergency clauses, or bills
against which a referendum is ordered, all new laws take effect 90 days after adjournment.

Below is an example of the cutoff calendar from 2019, a “long session” and the start of the
current biennium.

January 14, 2019 First day of session

February 22, 2019 Deadline to pass out of policy committee in chamber of origin
Deadline to pass out of fiscal committee in chamber of origin (does
March 1, 2019
not apply to all bills)
March 13, 2019 Deadline to pass in chamber of origin
April 3, 2019 Deadline to pass out of policy committee in opposite chamber
Deadline to pass out of fiscal committee in opposite chamber (does
April 9, 2019
not apply to all bills)
April 17, 2019 Deadline to pass opposite chamber bills*
April 28, 2019 Last day of regular session

* This deadline does not apply to initiatives, alternatives to initiatives, budgets, and bills
designated “necessary to implement the budget” (NTIB).
It is important for advocates to understand the legislative cutoff calendar because some
actions have more impact during certain weeks of session than others. For example, when a
bill is waiting for a public hearing or a vote in policy committee, activists will want to
contact members of that committee and ask for a “Yes” or “No” vote. Later in the process,
targeting House or Senate leadership to ask for a bill to be brought to a floor vote is needed.

Power Up Activist Handbook - 2019 39

 • A proposed alteration to a bill that adds, removes, or substitutes
part of the bill language.
• A two-year period. The Washington State Legislature operates on a
biennium (e.g. 2019-2020).
• A proposed law being considering by the legislature.
• A group of House or Senate members of a political party, such as the
Senate Democratic Caucus.
• Decision-making body of the legislature; the House and the Senate
are both chambers.
• An identical bill introduced in the opposite chamber, which
increases the chances of passage. Changes may be made to one or both bills
throughout the legislative process, so that they no longer remain identical.
• An individual who resides within the district of a legislator.
• The time when committee members vote to pass or not pass a
bill heard in committee.
• A cost or savings estimate of a bill’s impact on the state budget.
• A vote by either the full House or the full Senate, on the actual floor
space of the domed capitol building committed primarily to the legislators’
desks, that moves a bill out of that chamber or causes it to fail for the session.
• A citizen-initiated bill that requires a minimum
number of petition signatures of registered voters, verified by the Secretary of
State (SOS). If the SOS certifies a qualifying number of valid signatures have
been submitted, the measure is sent to the legislature to do one of the
following: adopt as proposed (which causes the measure to become law without
a vote of the people), reject or refuse to act (which places the measure on the
statewide general election ballot in November), or approve an alternative
(which places both the original measure and the alternative on the ballot).
• A committee composed of state legislators responsible for
holding public hearings and voting on bills in a specific issue area.
• A designation that exempts a bill from
regular cutoff dates.
• Public discussion on a proposed bill or appointment.
• Period during which the legislature meets.
• The legislator who introduces a bill. There may be multiple sponsors
for a bill (co-sponsors), but the prime sponsor is listed first.
• An amendment that makes substantial changes to a bill.
• A new bill that replaces the original bill with the same title.
• Committee meeting in which legislators invite experts to discuss
a specific topic. No vote is taken on a bill discussed during a work session.

40 Power Up Activist Handbook - 2019

In addition to understanding the legislative process, advocates should understand
leadership and committee structure. Each caucus (House majority and minority, Senate
majority and minority) elects its own leadership positions, such as Speaker of the House,
Whip, and Floor Leader. The President of the Senate is the Lieutenant Governor, who is
elected by the people.

Each legislator is also assigned to policy and/or fiscal committees, and may serve a
leadership position on those committees, such as Chair, Vice Chair, Ranking Minority
Member, or Assistant Ranking Minority Member. The Chairs of each committee have the
power to decide which bills will be given a public hearing and brought to the full committee
for a vote.

Committees change from year to year; the following is the structure of legislative
committees in 2019:

• Civil Rights & Judiciary • Law & Justice

• Education • Early Learning & K-12 Education
• College & Workplace Development • Higher Education & Workforce Development
• Health Care & Wellness • Health & Long Term Care
• Human Services & Early Learning + Behavioral Health Subcommittee
• Environment & Energy • Environment, Energy & Technology
• Housing, Community Development & • Housing Stability & Affordability
Veterans • Financial Institutions, Economic
• Finance Development & Trade
• Rural Development, Agriculture & Natural • Agriculture, Water, Natural Resources &
Resources Parks
• Labor & Workplace Standards • Labor & Commerce
• Local Government • Local Government
• State Government & Tribal Relations • State Government, Tribal Relations &
• Commerce & Gaming Elections
• Public Safety • Human Services, Reentry & Rehabilitation
• Transportation (policy & fiscal) • Transportation (policy & fiscal)
• Rules* • Rules*
• Capital Budget Consumer Protection &
Business
• Innovation, Technology & Economic
Development

• Appropriations • Ways & Means

• Transportation (policy & fiscal) • Transportation (policy & fiscal)

* The Rules Committees consider all bills reported from policy and fiscal committees and determine
whether, and in what order, to schedule their consideration on the floor.

Power Up Activist Handbook - 2019 41

42 Power Up Activist Handbook - 2019
 http://leg.wa.gov/lic/Pages/default.aspx

The Legislative Information Center offers a variety of in-person courses at the capitol in
Olympia on topics ranging from navigating the legislative website to testifying at
committee hearings. For more information about classes and tutorials, visit
http://leg.wa.gov/LIC/Pages/classes.aspx.

https://www.sos.wa.gov/elections/

The Secretary of State website provides information on upcoming elections, initiatives and
referenda, and historical voting data for the state.

https://voter.votewa.gov/

Visit this voter portal to register to vote, update your mailing address, view your voting
record, and find out who is running for office in your districts.

https://www.tvw.org/

Watch committee hearings, Senate and House floor debates, and other public meetings
online in real time.

https://www.pdc.wa.gov/

On the PDC website, you can use the Campaign Explorer tool to find candidate donation
and lobbyist information.

https://ballotpedia.org/

Ballotpedia is a nonprofit and nonpartisan online political encyclopedia where you can look
up election and candidate information going back decades. It covers federal, state, and local
politics.

Power Up Activist Handbook - 2019 43

 Go to https://app.leg.wa.gov/DistrictFinder/ and type in your address to find your Legislative and
Congressional districts.

Party: Party:
Year Elected: Year Elected:
Next Election: Next Election:

Party: Party:
Year Elected: Year Elected:
Next Election: Next Election:

Party: Party:
Year Elected: Year Elected:
Next Election: Next Election:

44 Power Up Activist Handbook - 2019

+
-
 Tactics are the actions you take to influence your targets. As we learned with the strategy
chart tool on page 35, tactics should:

• Show your power to the target while also building the power of your group.
• Be directed toward the primary or secondary targets.
• Move you closer to achieving your goals.
• Be flexible and creative.
• Make sense to your stakeholders.
• Be within reach of your own members so they are willing to participate.

Deciding on tactics is the very last step, after you have identified your goals and targets,
built a strong team of activists, and understand the basic structure of power and decision-
making. In this section, we will walk through different tactics for engaging with
lawmakers.

46 Power Up Activist Handbook - 2019

From your local city councilmembers to your state Senator and Representatives in Olympia,
meeting with your elected officials about civil liberties is a lot easier than most people
think. Remember, your legislators work for you!

It’s not always necessary to travel to Olympia – most legislators have staff working in their
home districts when the legislature is not in session. However, if you would like to meet
with your state legislator during session, you will most likely need to travel to Olympia
during business hours between Monday and Friday.

Different offices have different preferences when it comes to

scheduling meetings. Call your legislator’s office and request a meeting, which
typically lasts 15 minutes during session. The staffer may ask you to submit your
request via email.
Let them know what issue and legislation (by bill
number, if you have one) you wish to discuss. Make sure they know that you
are a constituent.
Due to committee hearings,
floor votes, and other commitments, you may not be able to meet with your
legislator directly. However, legislative staff members are trained to meet
with constituents and will take notes and collect materials to pass along to
the lawmaker. Take meetings with staff as seriously as you would with a
legislator!
Check the ACLU-WA website for materials. We often have
information to help you decide on your talking points, as well as materials that you
can leave with your elected official.
Bringing more than four or five people can be hard
to manage. Keep it small but bring people who have a passion for or stake in the
issue.
It’s tough to make a strong case for your position when you are
disagreeing at the meeting! If a point is causing tension in the group, leave it out.
People can get nervous in a meeting, and time is limited. Be
sure that you lay out the meeting beforehand, including who will start the
conversation.
What is it that you want your elected official to do –
vote for or against a bill? Make a commitment to introduce or co-sponsor legislation?
Asking your legislator or their staff member to do something specific is important.

Power Up Activist Handbook - 2019 47

 . Elected officials run on very tight schedules. Be sure to show
up on time for your appointment and be patient – it is not uncommon for legislators
to be late or to have your meeting interrupted by other business.
You will have 15 minutes or less with a staff person, and as
little as 10 minutes if you meet with your elected official. Make the most of that brief
time by sticking to your topic. Bring up any personal, professional, or political
connections to the elected official that you may have. Start the meeting by
introducing yourselves and thanking the legislator for any votes they have made in
support of your issues, and for taking the time to meet with you.
Stay on topic, and back them up with no more than a few
pages of materials that you can leave with your elected official.
of the impact of the legislation. This is one of the
most important things you can do in a lawmaker meeting.
You do not need to be an expert on
the topic you are discussing. If you don’t know the answer to a question, it is fine to
tell your legislator that you will get that information to them. This gives you the
chance to put your strongest arguments into their files and allows you to contact
them again about the issue. Never make up an answer to a question – giving wrong
or inaccurate information can seriously damage your credibility!

right after the meeting to understand what

the elected official committed to do and what follow-up information you committed to
send. Each person who took part in the meeting should promptly send a personal
thank you letter to the legislator.
with any requested materials and information. Often, if
an elected official hasn’t taken a position on legislation, they will not commit to one
in the middle of a meeting. If they have to think about it, or if you are meeting with
a staff member, ask when you should check back. Be flexible but persistent. If you
need to get information to your legislator, set a clear timeline for when this will
happen.
This is important! If your lawmaker ends up
voting the way you had requested, send them an additional thank you note. This lets
them know you kept paying attention to the issue – and everyone likes to feel
appreciated.

48 Power Up Activist Handbook - 2019

Letters and emails are extremely effective ways of communicating with your elected
officials. Many legislators believe that a letter represents not only the position of the writer
but also many other constituents who did not take the time to write. These tips will help
you increase the effectiveness of your message:

Emails should never be longer than a few paragraphs and should be

limited to one issue. Legislative aides read many emails and letters on many issues
in a day, so your message should be as concise as possible.
In the first paragraph, tell your legislators
that you are a constituent and identify the issue about which you are writing. If your
letter pertains to a specific piece of legislation, it helps to identify it by its bill
number (e.g. HB ____ or SB ____).
Choose the three strongest points that will be
most effective in persuading legislators to support your position and flesh them out.
Tell your elected official why this legislation matters in their
community. If you have one, include a personal story that shows how this issue
affects you and your family. A constituent’s personal story can be very persuasive as
your legislator shapes their position.
Have you ever voted for this elected official or donated
money to their campaign? Are you familiar with them through any business or
personal relationship? If so, tell your elected official or their staff person. The closer
your legislator feels to you, the more powerful your argument is likely to be. If you
have met with the legislator in person, remind them of your meeting(s).
Remember that your legislator’s job is to represent you. You
should be courteous and to the point, but do not be afraid to take a firm position.
Remember that often your elected official may know no more about a given issue
than you do.

Power Up Activist Handbook - 2019 49

In addition to writing to your elected representatives, you can also call them and let them
know your position. You can look up their phone numbers on the Washington State
Legislature website or contact your legislators free of charge by calling the Washington
State Legislative Center at . The operator will put you through to one of your
three elected officials (your Senator or one of your two Representatives) when you provide
your residential address. Although it is unlikely that you will get to talk to your legislator
directly, you will be able to communicate your position on a given issue to a staff member or
leave a voice mail message. The staff member will take notes and relay your message in
some form to your legislator. Legislators who learn their positions are unpopular with their
constituents often change their minds. Your call can make a real difference.

Here’s a sample conversation:

Representative [Name]’s office, how may I help you?

Hi, my name is [Name] from the Representative’s district. I attended an in-

district town hall last month and spoke with them.

[Note: The staffer may ask to verify your address or zip code to confirm you are a
constituent.]

Great. How can I help you today?

Please tell the Representative to oppose the government-funded face

surveillance bill. I’ve talked to many voters in our community and we all agree that
we don’t want taxpayer money to be used to support government surveillance of
communities of color.

Thanks for your concern and your call. I’ll pass on your views to the
Representative.

50 Power Up Activist Handbook - 2019

Testifying in front of state and local committees is another excellent way to advocate for
policy change and educate other members of the public. There are opportunities at all levels
of government to provide public comment on proposed legislation and public appointments.
In the state legislature, bills are scheduled for public hearing before they are voted on by
members of a committee. Even if you choose not to testify, you can attend committee
hearings in Olympia and sign in at the kiosk in support of, or opposition to, the bill. These
sign-ins become part of the public record.

All committee hearings are available to watch on TVW.org. You can refer to past hearings
to see an example of what testimony looks like.

• You may only be given two minutes to speak. The committee chair may even limit
your time to ninety seconds or one minute if the agenda is packed. Be prepared to
give your testimony in less time than what you anticipate.
• Organize your thoughts about what you want to say. Write a preliminary outline,
then write out every word, then practice! Time yourself to make sure you are under
two minutes.
• Begin your presentation with the following opening: “Chair [insert name] and
members of the committee, I am [your name] from [the city you live in]. I am here as
a constituent. I support/oppose this bill.” Then tell your story:
First, tell them a little bit about yourself: your background, your occupation,
your family – this is your opportunity to introduce yourself to these
legislators and help them find a way to relate to you and your experiences on
an emotional level.
Then, tell them a little bit about why you are interested in the bill and how it
will help or hurt you.
Provide your key points – no more than three – why lawmakers should
support or oppose the bill.
Conclude your presentation with an expression of gratitude to the committee
members; for example: “Madam Chair/Mister Chair and members of the
committee, thank you for your time. Please support/oppose [bill number].”
• Plan on arriving early (about an hour before the start of the hearing to be safe) so
that you have plenty of time to park, get to the hearing room, sign in, and orient
yourself to the room.
• Dress neatly and in a manner that exhibits respect for the political process. Avoid
any clothing with political slogans.

Power Up Activist Handbook - 2019 51

 • Legislative committees in Olympia will have tablets where you can electronically
sign up to testify, or sign in support of or opposition to a bill. You can also sign up to
testify using your mobile device while on the legislature’s public Wi-Fi network.

• The committee chair will determine the order in which bills are heard, and the order
in which speakers are called. When you are called, take a seat at the table at the
front of the room.
• Speak directly to the legislators. Make a human connection with them by
establishing and maintaining eye contact.
• Try not to read directly from your paper. Depending on the lawmaker, they may see
that you’re reading verbatim from your paper and may ask you to stop, submit what
you have written down, and move on to the next testifier.
• The committee chair may use a red/yellow/green light to time your testimony. When
time has run out, the light will turn red and the chair may ask you to end your
testimony, even if you haven’t finished.
• If possible, bring a copy of your testimony for each committee member and staff
person. If you don’t get to share your entire prepared remarks, you can submit
copies of your testimony to the committee staff so it can be distributed to the
committee.
• Members of the committee may ask questions. If you don’t know the answer, it is
perfectly fine to say so. Don’t guess! Giving a wrong answer may hurt your
credibility or be used against you by opponents. This also provides an opportunity to
follow up with the committee afterwards when you have the correct answer.
• There is always the possibility that you will not be called up to testify. Whether or
not you are called up is entirely up to the committee chair. If you are not called up,
you can submit your written testimony to be distributed to the committee members.
• Committee chairs determine when (and whether) committee votes are taken. In
some cases, the chair may call for a vote at the end of the hearing. In other cases,
the chair will set the vote for a later committee hearing (called an “executive
session”).

52 Power Up Activist Handbook - 2019

 Date

Representative/Senator [Name], Chair

Committee Name
Olympia, WA 98504

Representative/Senator [Name], Ranking Minority Member

Olympia, WA 98504

Re: Support/Opposition for HB/SB XXXX

Dear Representatives/Senators,

[Insert testimony]

Sincerely,
Your Name
Address
Phone Number
Email Address

cc: [Other members of the Committee]

Power Up Activist Handbook - 2019 53

In organizing, bird-dogging is an interaction with an elected official or candidate that draws
attention to an issue and gets the target to respond on record. This tactic is particularly
effective during election season, when candidates and elected officials are frequently
attending public events as part of their campaign.

A successful bird-dog:

• To build a public narrative,

we must allow the public to see the interaction around an issue.
• The target should not know that the question will be asked ahead of time.
This distinguishes it from a lobbying meeting, which is usually planned in advance
with the target and their staff, and they are informed of the topic of the meeting.
• Because bird-dogging takes place in front of a public
audience, it is important that your question educates the public to some extent and
forces the target to make a commitment.

Impactful questions are close-ended, short (60 seconds or less), focused on only one or two
issues, prepared ahead of time, and end with a commitment – such as “will you promise to,”
“will you support,” or “will you oppose.”

To find events for potential bird-dogging, look in the event section of local media sites,
follow candidates and elected officials on social media, and sign up for candidate and state
party email lists.

54 Power Up Activist Handbook - 2019

Letters to the editor are great advocacy tools. After you write letters to elected officials,
sending letters to the editor of your local newspaper can achieve other advocacy goals
because they:

• Reach a large audience.

• Are often monitored by elected officials.
• Can bring up information not addressed in a news article.
• Create an impression of widespread support for or opposition to an issue.

Many newspapers have strict limits on the length of letters

and have limited space to publish them – usually 150-250 words. Keeping your letter brief
will help assure that your important points are not cut out by the newspaper.

Introduce the topic, state your position, tell your personal story, state a
few key statistics or facts about the issue, and conclude with your call to action. Space is
limited, so stay focused.

The smaller the newspaper’s circulation, the

easier it is to get your letter printed.

Many newspapers will print a letter to the editor

only after calling the author to verify their identity and address. Newspapers will not give
out that information and will usually print only your name and city should your letter be
published.

While some papers print general commentary, many will

only print letters that refer to a specific article. Here are some examples of easy ways to
refer to articles in your opening sentence:

• I was disappointed to see that The Post’s May 18 editorial “School Vouchers Are
Right On” omitted some of the key facts in the debate.
• I strongly disagree with [op-ed author’s name]’s narrow view on reproductive rights.
(“Name of Op-Ed,” date.)
• I am deeply saddened to read that Senator Doe is working to roll back affirmative
action. (“Title of Article,” date.)

Go to your local newspaper’s website and search for

directions for submitting it online. If there is no online form, print, sign, and mail it to your
newspaper’s physical address or Post Office Box. Make a copy for your records.

Power Up Activist Handbook - 2019 55

 That way, you’ll know as soon as your
letter has been published and you can begin sharing it on social media and email listservs
so it reaches an even wider audience.

If your letter is published, send a copy by email or

print to your campaign target, such as an elected official, and make your next ask (a
meeting, introducing specific legislation, etc.).

You can also

try submitting the same letter to another paper – just make sure not to submit the same
letter to different papers in the same one- to two-day period. Take what you create and
space it out over different publications and wait at least a week’s time.

Social media is another great way to generate attention to your advocacy. Whether you are
using Facebook, Twitter, Instagram, Snapchat, or a blogging platform, here are some tips to
maximize your impact online:

Share a photo or infographic to increase post visibility.

Trending hashtags are one way to add your voice to an online

conversation and increase post visibility. If a hashtag isn’t trending, consider not using one
at all. And if you absolutely must use a hashtag, keep it as short as possible.

Generate conversation by retweeting posts from your lawmaker’s

account and other organizations, and comment thoughtfully. Don’t just rely on original
content.

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Rallies and protests are another highly effective tactic to draw attention to your issue.
Specifically, rallies and protests can work to:

• Apply public pressure to elected officials or other targets and demonstrate how much
support there is for the issue.
• Generate publicity by giving the press a compelling action to cover.
• Energize new activists by giving them a fun and easy way for someone not totally
plugged into your campaign to get involved.

What’s the difference between a rally and a protest? A rally sometimes has a speaking
program and a protest is just a gathering. Both can be powerful actions.

Are other community groups planning a similar action? If your rally

is in response to a recent news event, it is likely that other groups may be planning
something as well. Check the Facebook pages of other organizations and reach out to
them to make sure you are not detracting attention from an event hosted by an
impacted community or partner organization.
Lunchtime on weekdays tends to be better for attracting
reporters, while weekends tend to attract more attendees. Pick a location that’s
symbolically significant – city hall, for example. The best protests are short and
high-energy, so don’t plan for your event to run longer than an hour and keep the
number of speakers between two and four.
Some rallies and protests may require a permit depending on the
size of the event. Check your county and city’s websites for this information and
submit a permit request at least a week in advance, if possible.
Post your event at https://map.peoplepower.org/, share it on social
media, invite your friends and family, and post flyers in public places. More people
will make your protest better, so identify other stakeholders (communities, groups,
organizations, etc.) who share your cause, and strategize how the planning team will
reach out to them.
Remember that any sign you make could end up on the front page of the
paper, representing the purpose of your protest, so make sure the message is simple
and clear. Making signs is a great activity for a group meeting before your protest.
Print out chant and/or song sheets to keep the crowd energized.
Look online for the contact information for your local media outlets
and tell them the exact protest time and the reason for the protest. Appoint a press
lead for your group to coordinate communication with the press and act as a
spokesperson for the group.

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 If you are hosting the event as a People Power activist, you should check in
with the ACLU-WA Activism Manager to ensure your purpose and message don’t conflict
with the organization’s positions.
Depending on how big you expect
your event to be, it’s best to have a volunteer or volunteer team manage these
responsibilities:
• Lead chants and keep energy high.
• Be prepared to talk to press.
• Take photos and video.
• Greet and collect contact information from attendees.
• Be the point person for dealing with any disruptive participants or questions
from law enforcement (including having a copy of your permit, if required).
• Share personal stories if there is a speaking portion of your event.

Well organized protests will take advantage of key high visibility

areas to show off signs and let locals know what you are advocating.
Designate several people in your group to take photos and
videos that you can post on social media during and after your event, as well as
distribute to the press later.
to be there and protest. Police
will typically be most concerned with keeping you out of the street and keeping
sidewalks clear for pedestrians. Comply with lawful orders they give you but insist
on your right to protest.
Make it clear that local community
members are supporting your campaign.

Email them photos and videos from the protest and any
other important information, including the number of people who attended and
spoke out in support of your cause.
to raise awareness.
Follow up with activists who attended your rally and invite them to
your next meeting.

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 Use this worksheet to design a tactical action plan for achieving your SMARTIE goal. Refer
to page 34 for a refresher on how to craft a goal that is Strategic, Measurable, Ambitious,
Realistic, Time-bound, Inclusive, and Equitable.

Tactics are the last step in your strategy planning. Before deciding on tactics,
you should think through your long- and short-term goals, capacity, stakeholders, and
targets. Refer to the strategy chart on page 35.

You especially want to think carefully about whether a given tactic is likely to move a
specific primary or secondary target to take the action you desire. Tactics that seem
exciting or powerful but don’t move a target waste activist time, energy, and resources.
Focus on what will matter to your targets.

Power Up Activist Handbook - 2019 59

60 Power Up Activist Handbook - 2019
Activism is a marathon, not a sprint! In order to use our collective power to create the world
we want, we need to take care of ourselves and others. Keep in mind that not everyone feels
burnout the same way. Activists of color often face disproportionate barriers and violence in
daily life and particularly when doing advocacy work. It’s important to respect the different
ways in which we each experience the world. Everyone has their own limits and
boundaries.

Advocacy is more effective – and more fun – when done

alongside others. Creating or joining an activist group is a great way to energize
your advocacy and generate new ideas. If you are involved in other groups, such as a
faith-based organization or book club, bring up the issues you are passionate about
and invite others to join you in advocating for change.
True advocates are constantly learning. Sign up to participate in an
antiracism training, read books and articles by individuals from different
backgrounds than yourself, and seek out speakers and authors who challenge you.
Look on the websites of community groups and organizations you respect for
suggested reading lists and educational resources. The opportunities for self-
education are endless!
While so many of the issues we work on are incredibly urgent, it is
critical to take care of your mental, spiritual, and physical wellbeing. Avoid burnout
by taking breaks when you feel overwhelmed and knowing your limits. Getting
plenty of sleep, drinking water, eating nourishing food, and moving your body may
seem obvious, but they are necessary to sustain your activism.
Undoing centuries of oppressive attitudes, practices, and policies is a
tremendous task. Use the tools in this workbook and the resources on page 64 to
create a plan to divide your work into manageable goals. Don’t let the magnitude of
the problem drive you to inaction.
Take time to recognize and celebrate your wins when you
achieve them. Express gratitude to those who have come before us in this work and
to those who are with us now.

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 Find people from your neighborhood or community. Share contact information and make a plan for when you will meet and
what concrete next steps each of you will take before meeting, such as practicing sharing your personal narrative, creating a
power analysis map, or having 1:1s to recruit new volunteers.

Power Up Activist Handbook - 2019

We will meet on ___________________ [date] at __________________ [time] by/at _________________ [phone/Skype/local café, etc.]

63
For more tools to fuel your advocacy, check out the following resources:

Beautiful Rising. https://beautifulrising.org/

Organizing for Social Change: Midwest Academy Manual for Activists, 4th Edition.
http://www.midwestacademy.com/manual/

School Board Advocacy Toolkit. ACLU of Washington. 2019. https://www.aclu-

wa.org/school-board-advocacy-toolkit

This Is An Uprising. Mark Engler & Paul Engler. 2016.

“What is Public Narrative: Self, Us & Now” (Public Narrative Worksheet). Marshall Ganz.
Working Paper. 2009. https://dash.harvard.edu/bitstream/handle/1/30760283/Public-
Narrative-Worksheet-Fall-2013-.pdf?sequence=1

When They Call You a Terrorist: A Black Lives Matter Memoir. Patrisse Cullors & asha
bandele. 2018.

Youth Activist Toolkit. Advocates for Youth. 2019.

https://advocatesforyouth.org/resources/curricula-education/youth-activist-toolkit/

i “Chronicles of Change: An Organization’s Guide to a Theory of Social Change.” The National

Gender & Equity Campaign of Asian Americans/Pacific Islanders in Philanthropy (AAPIP).
http://www.racialequitytools.org/resourcefiles/NGEC_OFP_TOSC_Guide.pdf
ii “Power Mapping.” Andrew Boyd. Beautiful Rising. https://beautifulrising.org/tool/power-mapping.
iii ACLU of Northern California. 2017.
iv “Power Mapping,” see above.
v Managing to Change the World: The Nonprofit Manager’s Guide to Getting Results. Alison Green &

Jerry Hauser. 2012.

vi Midwest Academy. https://www.midwestacademy.com/

64 Power Up Activist Handbook - 2019