How to Win: A Practical Guide for Defeating the Radical Right in Your Community --------------------------------- SECTION A - Fight Back --------------------------------- Ten Things to do When the Right Comes to Town How to Form a Mainstream Coalition in Your State Organizing Against the Far Right on College Campuses Hints for Amateur Organizers There is No Rain Without Thunder Legal Limitations on the Political Activities of Tax-Exempt Organizations. --------------------------------- SECTION B - Elections --------------------------------- At the Ballot Box Winning Elections: Organizing Tips From San Diego Initiative Campaigns How to Contact Elected Officials The Numbers Say What?! A Primer on Polling SECTION C - Communications Telling Your Story to the Media How to Organize a Community Speak-Out Project Tips for Effective Speaking The Science of Spin --------------------------------- SECTION D - Religion --------------------------------- Using Religious Voices to Confront the Religious Right Bad History: What the Right Says About the Constitution - Facts to Help You Set the Record Straight Theological Arguments Against Intolerance --------------------------------- SECTION E - Public Education --------------------------------- General Attacks Against Public Education Public Aid to Parochial Schools Don't Let Them Out of Your Sight for a Second The San Diego Model: A Community Battles the Right Creationism Community Organizing for Sexuality Education Sexuality Education Talking Points Religion and Public Education Prayer in Public Schools and Graduation Ceremonies Talking Points About Prayer in Schools Missionaries in Public Schools How the Law Deals with Religion in Public Schools Secular Humanism --------------------------------- SECTION F - Censorship --------------------------------- Protecting the Freedom to Learn Public Library Censorship Public Funding and the Arts and Humanities. Organizing Against Censorship Combating Censorship in the Arts: Action Steps The Sex Panic: Fighting the Myth that Censorship is Good for Women --------------------------------- SECTION G - Gay and Lesbian Rights --------------------------------- Mobilizing a Strong Response: When Your State is Targeted for an Anti-Gay Initiative Talking Points Against Anti-Gay Rhetoric Close Encounters With the Gay and Lesbian Community - Three Steps to Organizing Around Gay and Lesbian Issues --------------------------------- SECTION H - Reproductive Choice --------------------------------- ProChoice IdEA: A Technique That Works Talking Points on Choice How to Organize Support for Clinics, Physicians and Staff This Door Stays Open: A Community Action Guide --------------------------------- SECTION I - Environment --------------------------------- Patriotic Games: Anti-Environment, Anti-Choice Groups Make Their Move Healing Creation: A New Theology for a Small Planet. --------------------------------- SECTION J - Resources --------------------------------- Selected Influential Organizations and Periodicals Promoting an Orthodox View of Culture and Society A Selected Reading List for Studying the History & Politics of the American Political Right. Ten Things To Do When The Radical Right Comes To Town Matthew Freman People For the American Way Washington, D.C. This article provides a brief introduction to the manual, and general advice in ten areas for anyone whose community is facing an assault from the Radical Right. This manual is intended as a sort of one-stop, do-it-yourself guide to fighting the Radical Right at the local level. In it you will find hands-on information on a range of practical matters, including how to organize coalitions, how to run an election campaign, how to work with the media, how to use polling, and how to intrepret and put to good use the relevant body of law. You will also find directories and lists of organizations fighting similar battles around the country, as well as directories of Radical Right groups and leaders. Finally, you will find issue-based discussions that both map out the issue terrain and apply organizing advice to specific issue-based work. The authors of this report are affiliated with a variety of organizations that all work, across a range of issues, to oppose the Radical Right. Neither they, nor the organizations with which they are affiliated, agree on every issue; indeed, on some issues, they disagree. Indeed, on occasion in this document, the careful reader may find differences of opinions on individual issues, or even on strategic questions. So be it. The purpose in pulling this information together was to help provide the mainstream community with the tools it needs to do the work it must. Who is to say that all battles against the Radical Right must conform to one blueprint? Many of the articles in this compilation are distilled from larger articles or publications. The fuller versions are available (in some cases for a modest cost, and in some cases for free) from the authors. Please contact them if something you read in this manual strikes a nerve, if you would like more information, or if you simply want to share your experiences. Before reading the very specific advice in the articles that follow, you might want to glance through the ten very general suggestions below. By no means are they intended as a comprehensive checklist. But you might find useful tidbits that will help with sorting through some of the big- picture issues involved in your own battles. 1. Identify all your allies. Because every issue has its constituency, sometimes the important task of identifying just how broad that constituency is gets short shrift from organizers. The truth is that when it comes to battling the Radical Right, activists will find no shortage of individuals and organizations who have reason to be involved. Among those whose interests are affected: Librarians and library associations. They are often the targets of censorship efforts. Video and software dealers. Again, censorship. Gay and lesbian organizations. The Radical Right is leading the charge in opposition to gay rights. Mainstream clergy. The religious community finds much to object to in the Radical Right's agenda. Reproductive choice advocates. With clinics being blockaded in communities across the country, and anti-choice legislation being considered in state legislatures and city councils, the choice community has ample reason to be concerned. Artists and arts groups. Censorship, yet again. Moderate Republicans. As the Christian Coalition moves forward with its promise to take over the Republican party, moderates are being squeezed out. Civil rights groups. The Radical Right has never met a civil rights bill it liked. Parents and educators. The schools are among the chief battlegrounds. Environmental groups. Particularly in the West, the Radical Right is working to gut environmental enforcement. Not every group may join in every battle, but make it your business to reach out to a broader constituency. And remember the old organizer's saying: if you're comfortable with everybody at the table, your coalition is too small. 2. Get your own ducks in a row before the battle begins. No wounds are worse than those that are self-inflicted. In the schools, for example, the Radical Right has made considerable hay out of incidents where teachers or administrators mistakenly confiscated Bibles from students at study hall. Or they've been able to win public sympathy when counter-protests by mainstream groups turn violent. Be sure you don't hand your opponents an issue by failing to get your policies in place and understood before the battle begins. 3. Know thy enemy...Research! Know who it is you're fighting and what it is they really care about. Get on their mailing lists, send representatives to their public meetings, read their literature. Also, be alert for outside organizations that may be helping local ones. Chances are that if your local opponent turns up with a pot of money, or a sudden, new-found "expertise" in a particular issue, a national Radical Right organization may be operating behind the scenes. That kind of information is not just interesting, it's powerful. If you can demonstrate that a national organization is behind a local initiative particularly one that doesn't have the courage to reveal itself you can raise appropriate questions about what it is that the local group has to hide, and why it is that a national group should be trying to set policy for your community. Also, remember that if ties to national organizations are established, you can and should give your opponents the opportunity to defend the broader agenda of those national organizations. If you're dealing with a local Christian Coalition chapter, let them defend Pat Robertson's views on a range of issues. If you find no national ties, you may still find some interesting information about funding, broader issues, individual political ambitions or more. A cautionary note is in order. Research is important, but don't let it overtake the ultimately more important task of reaching out to the community. (That from a researcher!) 4. Get help from folks who've faced it before. Network with other organizations outside your community. The Radical Right excels at communications. Tactics and rhetoric that work in one community quickly emerge in others. Put communication to work for your own effort by networking with others who've faced the same battles in other communities. National organizations will be happy to try to connect you with those groups if you can't find them on your own. 5. Get the facts out. The biggest advantage you have is that you're right on the issues! Put that to work by getting information out to the rest of the community. All too frequently, Radical Right groups and leaders have a way of stretching the facts, or in some cases, making them up altogether. Don't let those half- and mis-truths go unanswered. Get the facts out and do it quickly. Of course, you don't want your campaign to be nothing more than a reactive effort to what your opponents are doing. Get your positive message out throughout the battle. 6. Avoid jargon. Our opponents are masters at using rhetoric that touches nerves. So don't speak in jargon. Avoid acronyms and technical language. Speak plainly, but with authority and some passion. 7. Organize, organize, organize. Don't kid yourself into thinking that campaigns -- electoral or otherwise -- are battles of ideas alone. There is no substitute for pounding the pavement, shaking your neighbors' hands, hearing their concerns and getting their support. You should expect that your opposition will be doing as much. 8. Do not bash your opponents for their religious views. Religion is something to be respected and honored. And while your opposition's political views may flow from their religious views, in the end the battle is over politics and policy. So don't criticize your opponents' religion, and don't dismiss their movement as a bunch of "fanatics." The corollary of that point is this: they have as much right to participate in the democratic process as you do. Don't suggest otherwise. Along the same lines, resist the temptation to ridicule or belittle your opponents, either on the grounds of their religion or their political views. They're citizens taking part. They may be wrong on the issues, they may have ideas, even motives, with which you find fault, but they're entitled to be treated with respect. These are not just sound principles, they're also good politics. If you give your opponents grounds to accuse you of religious bigotry, they'll surely seize the moment. 9. Take them seriously. They won't go away. If experience is a guide, local Radical Right groups may lose a battle, or they may get off on the wrong organizational foot, but they won't go away. After a Radical Right group has taken root, don't make the mistake of assuming that because you haven't heard from them they've gone away. It may take them a while to get organized, but the fire that drives them won't be dying down anytime soon. For that very reasons, compromises with the Radical Right must be examined with a careful, jaundiced eye. Experience suggests that what they do not win today, they'll be back for tomorrow. Never compromise on a principle; be very careful about compromising anything else. That's harsh advice, to be sure, but it's born of bitter experience. 10. Build your support even before the Radical Right comes to town. Nothing is more vulnerable to sudden attack by the Radical Right than a program or policy nobody else knows about. So build support for the programs and initiatives along the way. Don't wait for the attack to come. If your schools are doing well with a new curriculum, get out the word. If your local arts group is winning awards, get out the word. And so on. Put out your positive message and save yourself trouble later on. Read on and good luck! How to Form a Mainstream Coalition in Your State Donnah Marx Colorado Democratic Party Denver, Colorado This article discusses how the broad-based Colorado Freedom Network was formed, and offers suggestions for coalition building. We have watched for nearly a decade as the radical right has become increasingly successful at advancing their agenda under the guise of political activism. One of the keys to their effectiveness has been their ability to coalesce and build consensus on common issues and then relentlessly push those issues through various effective means. It's not enough to be offended or discouraged by the tactics of the radical right. Anyone concerned about its progress must adopt their own strategies of coalition-building as a response. The first step in coalition building is to identify and gain support from others who also have concerns about the radical right. Find out who has a vested interest in opposing this movement, and explain what is at stake if its influence continues unchecked. Groups affected by the radical right agenda are those concerned about choice, civil rights, gay and lesbian issues, education and religious groups. All coalitions should target parents and parent groups. Radical right candidates are gaining a majority on school boards and pushing a conservative agenda that threatens the constitutional guarantee of separation of church and state. For the same reasons, education groups such as the state's education association and the National Education Association may be interested in joining your coalition. Some mainstream church groups may also have an interest in joining your coalition, since the ultra-conservative agenda of the radical right does not enjoy unanimous support by all religions. The coalition should be as comprehensive as possible in order to maintain the broadest base of support. This broad-based coalition will make decision- making more difficult but a broad coalition is needed to address the broad range of issues being carried by the radical right. One such coalition is the Colorado Freedom Network. The Colorado Democratic Party already had a working relationship with a wide range of groups. In 1993, in response to issues and legislative challenges, the Colorado Freedom Network was begun by several of Colorado's more politically active groups. Groups such as People For the American Way, NARAL, Colorado Education Association and Colorado Republicans for Choice were brought together initially for the purpose of sharing information. The Colorado Freedom Network's reach has grown over the last year to include more than 30 groups, including the Colorado Council of Churches, the Anti-Defamation League, Equality Colorado, the American Civil Liberties Union, Colorado Alliance to Restore Equality, CURE, Moderate Voters Project, Citizens Project, Interfaith Consortium for Pluralism, Ground Zero and Colorado Legal Initiatives Project. Although the Democratic Party is the umbrella group, Colorado Freedom Network members are decidedly bi-partisan in their response to religious right activities. The bi-partisan approach lends credibility and allows the group to address a broader range of issues. Once support has been gained from identified groups, it is necessary to motivate these groups and individuals into action. First, define the coalition's mission. Identify issues on which your diverse member-groups can agree. The mission must be broad enough to encompass the vested interests and address the concerns of individuals in the coalition, but specific enough to provide direction. Following is the Colorado Freedom Network's draft mission statement: To educate, inform, and provide research to the general public on issues dealing with the activities of radical right-affiliated entities in the state of Colorado. The Network serves as a clearing house of information for member organizations, and the media, and as a vehicle for developing joint strategy to counter the activities of this extreme political movement. The final step in coalition-building is to develop strategies for implementing the coalition's goals. Some of these strategies may include meetings, telephone trees, newsletters, speakers' bureaus, editorial visits and working with local legislative bodies. The coalition should maintain a data base of people to contact and receive mailings. A strategy was developed by the Colorado Freedom Network to address the problem of identifying school board candidates who have radical right agendas. Colorado Freedom Network member groups conducted questionnaires for candidates for school board races. The questionnaires attempted to determine candidates' views on school-sponsored prayer, abstinence-only sex education, outcome based education, multi- culturalism, teaching of creationism in the science curriculum, and public/private school vouchers. The information was then used to compile voter guides. It is no longer sufficient, however, to examine and publicize a candidate's link to the radical right, however. The value of such identification is diminished by candidates who simply deny affiliations, or by candidates without prior visible ties to the movement. Rather than concentrating on proving radical right affiliation, it is now more important than ever to concentrate on the issues. Voters can make meaningful choices when candidates are forced to expand their definition of such benign terms as "back to basics." Coalitions must maintain visibility in the community and promote a consistent message. The message must show the coalition's inclusiveness and tolerance. The message should never include personal attacks, but must address specific issues. The coalition's message must be consistent with its goals and the message must be repeated as often as possible. The value of coalition-building cannot be underestimated, especially concerning this very important fight to preserve the delicate balance established by our nation's constitution. Act now to respond to the radical right's use of the political process as a tool to promote a narrow religious agenda that threatens our country's institutions. u Organizing Against the Far Right on College Campuses Valerie Dulk, Americans for Democratic Action Joanne Rising, Youth for Democratic Action Washington, D.C. In order to organize against the Far Right, students must first research such groups and individuals in order to gather facts about their philosophy and tactics. This information can then be disseminated directly on college campuses or to young audiences in other settings. The media may also be an effective vehicle for informing the public, but don't assume that they will want to carry your message without analyzing it; some media may even be hostile to your efforts. Finally, be informed about Far Right national student organizations in order to be prepared for their organizing strength. The Far Right relies on college campuses as a source for recruiting young people to their organizations. Radical Right youth organizations are often formed and serve as focal points for Far Right campus activities. They are similar to their parent organizations in that they operate with little external publicity and espouse many of the same beliefs as the non-youth centered groups, including opposition to abortion and homosexuality, and general intolerance toward different perspectives. Concerned individuals may suspect that their influence may be present on the college campus. Radical Right campus groups may have already been established. Similarly, the tendency of the student body to vote conservatively on key issues may be an indicator of an evolving Far Right campus movement, or a particular school official may be quietly working with the Far Right. Following are key mobilizing strategies to follow in countering the Far Right. Seek Out Allies. Whatever the nature of your concern, allies should be sought out before you undertake an organized attempt to counter Far Right influence. Without question, others are equally concerned about the work of the Far Right and will want to help. Research Affiliations With the Far Right. Check out the faculty, staff, Board of Regents, large donors, radio stations, newspapers, bookstores and campus organizations to discover names and affiliations of individuals to determine if they are associated with or participate in the activities of any of Far Right groups. Remember, no local organization is too small, no individual too insignificant, so do not overlook even the smallest tips. Discovering affiliations can be difficult since many individuals and groups will deny they are affiliated with the Radical Right. For example, members will be encouraged to join the Republican Party in order to influence it, but they discourage mentioning any other affiliation. As one publication put it: "You should never mention the name Christian Coalition in Republican circles...Become directly involved in the local Republican Central Committee yourself so that you are an insider." Since Radical Right organizations are operated in a top- down manner of decision making, they do not encourage sharing information among the lower echelon of employees. In many instances, individuals may be unaware that a group to which they belong is affiliated with the Right. However, be cautious. Far Right groups may become defensive and question your actions and motives when they sense your scrutiny and review. Be Honest About Your Assessment. The best policy when combatting the Far Right is to be honest. When educating the public about the goals and specific individuals and policies of the group, use factsboth about the Far Right in general and the specific organization on campus. Keep the focus on the Far Right since their tactic is to attempt to reverse public scrutiny on to their "attacker" by denouncing the individual as anti-Christian and reckless. The Far Right tends to go on the offensive when under attack. Be aware of your tactics and motives since you, your personal life, and goals could come under intense scrutiny by the public and press. In addition, don't underestimate their strength. One of the favorite examples of the effectiveness and "stealth" quality of the Radical Right was the employment of covert tactics that scored a big political victory in San Diego County in 1990. Assemble and Disseminate Your Information on the Far Right in a Readable Format. Once you have assembled information about the local Far Right chapter, put it together in a simple, clear fashion in a flyer or similar document. Hand out the material in student cafeterias, lounges, at movie theaters, book stores, and other areas. Be prepared for a flurry of denial and insults and combat them with more examples from your research. Know the key players and be prepared to state their affiliations with confidence. When lobbying an elected official, the same principle applies. You must be prepared to make your case and not be deterred by indecision or misrepresentations designed to confuse the case. Turn to the Media, But Don't Assume They Are On Your Side. In your work, you may try to take your case to the local media for added exposure. But do not assume that the media is without bias or wants to help the cause. In fact, the media can be hostile to your suggestions, especially in cases where the local newspapers and/or radio stations are owned or operated by people sympathetic to the Far Right. This can lead to hostile attacks against you personally and may backfire by rendering the public more sympathetic to the Far Right. Far Right Youth Groups The following are key Far Right groups focused on recruiting young people. InterVarsity Christian Fellowship-USA. Its vision statement" is to "Build Collegiate Fellowships which engage their colleges in all their ethnic diversity with the gospel of Jesus Christ...(and) Develop Disciples who embody these Biblical values." InterVarsity separates itself from other parachurch organizations on campus, such as the Campus Crusade for Christ, by noting that all of its chapters are student-run. Currently, there are more than 26,900 students actively involved with InterVarsity, making it the "largest inter-denominational college student movement in the United States." There is an obvious effort by InterVarsity to establish its legitimacy, both socially and financially. InterVarsity is a member of the ECFA (Evangelical Council for Financial Accountability). All of its staff members are required to spend one-fifth of their time in fundraising. They state that they are neither a cult nor a church, although InterVarsity works cooperatively with local churches. In their annual report, they state their goal of "reintroducing Christ to the campus." In their literature, they recruit students to take part in their "Global Projects" program in which students travel to other campuses, rural areas, and developing nations as part of a ministry program. They also encourage youths to help the nursing profession in terms of "mutual support, prayer, Bible study and outreach." InterVarsity stresses that their main focus is sharing Christian hope through relationship building. Collegians Activated to Liberate Life (CALL). CALL is a network in Madison, Wisconsin, which is active in protesting abortion, particularly in the Midwest. Their brochure states: "The culture in which we live is increasingly death centered and anti-Christian...Our Mission is to liberate this culture and those who are captive to it, most especially the preborn...We recognize that the college campus stands as a cultural centerpiece and represents the epitome of our godless, self-destructive society. CALL enters into this atmosphere with a spirit of love, with a vision to convert hearts and impact collegians into serving Christ passionately!" In their newsletter, they give national and international updates on protests and other activist information. CALL, like Operation Rescue, requests that its participants sign a statement about rules for participation in the protests. These rules are supposedly based upon the commitments of Dr. Martin Luther King, Jr. to non-violent protest. While reproductive choice is an important issue to the Far Right, they also expect to gain members with their crusades for anti-homosexuality referenda at the state and local level. It is not unheard of for Far Right groups to work with local groups who seem to have little in common, except for seemingly insignificant issues. These issues, however, can lead to extensive grassroots activities that both capture regional headlines and result in little-known, but potentially devastating legislation. For more information, please contact Valerie Dulk at Americans for Democratic Action, 202-785-5980. In addition, information is welcomed about the activities of local groups. Hints for Amateur Campaigners Poppy DeMarco Dennis Community Coalition Network San Diego, California Coalitions run by novice campaign volunteers will likely experience some difficulties due to their inexperience. San Diego's Community Coalition Networka leader in local coalitions that have successfully fought the Far Rightsuggests tips on how to minimize or prevent problems that may occur in volunteer-run grassroots campaign efforts. Coalitions run by volunteers new to the election process will likely experience some on-the-job missteps. San Diego's Community Coalition Network (CCN), a highly successful participant in efforts to defeat the area's Far Right candidates, knows this from first-hand experience. CCN was started and initially operated entirely by volunteers. While some had experience (e.g., leaders of local organizations, local elected officials), most volunteers were relative novices. Some were very uncomfortable and inexperienced in politics and preferred action by consensus rather than through the competitive spirit typical of campaigns. Following are CCN tips on how to minimize or prevent problems that may occur in volunteer-run grassroots campaign efforts. CCN advises groups to expect problemsregardless of precautionary measures taken. The best approach is to not expect perfection, learn from your mistakes, and move along. Image Counts. Cultivate and protect the image of your group. People will take you more seriously if you look "professional." Volunteers skilled in visual and graphic arts can help you convey a feeling of quality and confidence through your name, logo, business cards, letterhead, membership application or volunteer commitment card, or newsletter. It costs only a little more to have a nice design and clear typeface. Your statement of principles and the character of your initial group should help in getting respected community members with name recognition as endorsers or "directors" of the group. Display these names prominentlywith their titles if possible. Designate press spokespersons and then make it clear that nobody but these individuals speak publicly for your group. If your media representatives aren't experienced, have them work with and learn from a mentor or volunteer consultant. Fight Volunteer and Staff Inertia. Anticipate difficulty in getting volunteers to overcome their inertia and to take deadlines and schedules seriously. By recognizing this at the start, you can plan a structure that builds in safeguards. Even leaders of the group will need prodding (e.g., that article they are writing really has an immediate deadline to catch the press window of opportunity). Strategies include: Stress the importance of schedules;develop a written timeline calendar and put it where all can see. Refer to the timeline at each meeting and update it as needed. Discuss the timeline in your leadership group, perhaps mapping out best times to contact individual members about their specific timeline and its progress. Give the timeline to more frontline staff so that more staff can use it in keeping on track (but be aware that leaks of information are more likely as more individuals have this information). It may be essential to place one organizer or "whip" in charge of major implementationeven if you have to pay a nominal fee to make it possible for the individual to spend the time during peak activity periods. This person can check frequently with people assigned to tasks to make sure they are on schedule and to resolve difficulties. It is also essential to have a strong and immediately available steering committee of 3-4 members authorized to act at a moment's notice in crunch times. Standards, goals and priorities can be set with your larger advisory committee to help guide your steering committee. Keep Peace Among Staff and Volunteers. Preventive measures may be needed to deal with staff and volunteer problems. In particular, since a number of people in the coalition are likely accustomed to power and recognition, it is not uncommon to have conflict or close to open "warfare" when egos get involved. This can be subtle: the stated concern (e.g., a petty detail) is very different than the underlying problem (e.g., someone feels they are not getting enough recognition or feels insecure because they aren't in control). At worst, these situations can be dangerous because the person may actively put "roadblocks" in the way of progress or act to sabotage your efforts. Responses include: Be sensitive to these problems and openly discuss matters, making it clear that there is enough credit and work for all and that in this new field nobody is expected to be perfect. Rather, everyone is an amateur trying to take advantage of the variety of skills that the members bring to the group. In situations in which assertive activists overwhelm and intimidate quiet/cautious volunteers, resolve resulting problems by allowing all involved parties to voice their concerns directly and sensitively. For particularly disruptive individuals, sometimes you have to temporarily leave them on the fringe of your group if they cause severe problems. However, continue to keep them up-to-date. Later, trust or understanding may come so that the person may rejoin as a productive member. Develop Candidates Early On. Early development of candidates prevents many problems. Early endorsement processes and consensus building help sort things out so that multiple candidates don't end up competing for the same seat and allowing an extremist to win with relatively few votes. Also, research and subsequent development of candidate name identification takes a long time. In practice, coalitions are first formed in the midst of a crisis or late in the election process. However, the group should be prepared for the next election by setting a goal to initiate efforts by at least January or February for a November cycle. Know the Best Candidates. Identify the most qualified persons who are interested in running and actively recruit candidates if needed. Avoid assumptions about potential candidates or group members. You may be surprised if you just go by labels, and surprises can be dangerous! Don't count on someone because they are a woman, an educator, a Democrat, a "nice person," or belong to a certain club. Ask questions about important issues, including those used in candidate survey forms. Place a high value on experience and demonstrated commitment in selecting a candidate. Consider that the candidate, if elected, will be responsible for a budget, employees and for school board seats the community's children. If you have more than enough candidates, you may wish to encourage relatively inexperienced ones to be involved with your campaign and take other leadership activities and develop a plan for their campaign run several years down the line. Avoid Leaks. Leaks can be deadly! Check out people interested in your group by using the candidate questionnaire, even if you think you know them. Do cross-checks with people they know or have worked with if you don't know them. Look for evidence of their commitment and positions. Avoid Misstatements. When you send out newsletters or distribute flyers, assume that the opposition will eventually get one, so monitor what you say. Caution members about being sensitive to this. If you speak to press "on background" or "off the record" to help reporters develop an understanding and perspective on the story, use good judgement and proceed with caution. Realize that they also speak to the opposition on background. At worst, they may inadvertently or intentionally not maintain the "off-the-record" commitment they made to you. Make the Most of Available Resources. Money will be a problem, but you can operate on much less than professional consultants will suggest. Make the most of your local resources. You probably have skilled desk-top publishers in your group and persons with duplicating facilities. Recruit people that have the skills you need. Actively solicit "in-kind" contributions. You'll be pleasantly surprised at what you can find when you go on a "treasure hunt." Avoid Paralysis. Above all, don't become immobilized by fear and doubts. Take a deep breath, jump in and get started. Constant vigilance and action is the price of liberty. You'll find the effort rewardingboth the process and your success. u There is No Rain Without Thunder Kit-Bacon Gressitt The Clearinghouse of San Diego County San Diego, California This article describes the hows and whys of forming grassroots coalitions and what to do with it once you have it. "If there is no struggle, there is no progress. Those who profess to favor freedom and yet avoid confrontation, are people who want crops without plowing up the ground; they want rain without thunder and lightning." FREDERICK DOUGLASS Yes, freedom demands diligence. That means lots of time, attention, advocacy, TLC, and even some occasional snooping. If you are contemplating entering the struggle, be comforted in the knowledge that you are joining the ranks of the activist elite. From our founding mothers and fathers to our modern day rabble-rousers, you will now be in the company of that small, dedicated minority who have effectively committed themselves to furthering the concepts of our democracy. The commitment to watchdog our government can seem daunting, even down right hopeless, at times. But there is a trick to this trade of protecting our rights: organizing volunteers. Indeed, contrary to media rumours, volunteerism is not dead in the United States. Sometimes it simply takes a local crisis to motivate armchair activists into action. In San Diego County, California, that well-placed kick took the form of an onslaught of right-wing radicals into local offices in 1990, mostly school boards. When the shock wore off, grassroots organizations throughout the county found themselves with a paradigm of motivators: an identifiable, tangible threat to freedoms we had here-to-fore complacently enjoyed. As sex education and self-esteem curricula, low-income meal programs, library books, and teachers' personal lives came under attack from radical right board members and their supporters, activists became aware that their basic rights were in jeopardy; organizations became aware that time was of the essence. All were eager to expose the rascals and prevent a second wave of radicals from being seated, but no single organization had the resources necessary to do the job. After months of bemoaning the election outcome in righteous indignation, but failing to respond, The Clearinghouse concept emerged: to create a coalition of grassroots organizations which, among their varied agendas, shared the goal of developing an effective, strategic response to the newly- empowered radical right. Born of adversity, it became a coalition of startling variety, with a highly motivated and directed body of volunteers. Groups advocating for the environment, conservation, major and minor political parties, women, gay and lesbian rights, educators, minorities, reproductive rights, and mainstream churches and synagogues found common ground to unite them. Though working with existing organizations required dancing around numerous bureaucracies, policies, and priorities, the benefits of working through a coalition were far greater than the detriments. The waltz gained the coalition access to information sources, membership, existing administrative resources; and volunteers from 25 or more groups; established name recognition and media rapport; and the public perception of a balanced, unbiased approach lent by the persona of participating organizations. Why recreate the wheel, when you can link up to a locomotive? The Clearinghouse participants agreed that the radical right had succeeded because the public was un- or mis-informed, and this defined its purpose: to compile and disseminate non-partisan (this is important to public and media relations) candidate information for voters. The coalition would become a literal clearinghouse of information on candidates' defining positions and their supporters. The goal was three-fold: research all candidates, identify those holding radical right positions on key issues, and report findings to the public. Objectives were concretely defined as establishing a county-wide school board watchdog system) and developing a comprehensive voter guide to be distributed by participating organizations and through the media. Since its inception, The Clearinghouse has matured, participating organizations have waned and waxed, and efforts have been streamlined. The radical right berates the coalition publicly, a sure sign of effectiveness. Unaffiliated individuals request the voter guide. And, the media uses The Clearinghouse as a resource. The coalition is one of several efforts in the county that is effectively stripping the radical right of its camouflage and exposing its true character to the public. Without any funding to speak of, and completely reliant on volunteerism, The Clearinghouse has established a reliable and unbiased mechanism, with broadbased support, for providing factual candidate information to voters. And so can you. Organizational Outreach or Yes, Politics Does Make for Odd Bedfellows A basic rule of fundraising is, if you don't ask, you don't get what you want. The same holds true for coalition building. Go ahead -- define your fantasy coalition and pursue it. You may be surprised by the identity of your allies. Not only is the personal political, so is the service organization, the bridge club, the recycling group, the neighborhood organization, the belly dancing class, ad nauseam. Who is your core group? Parent-activists, a club, an organization? Call a meeting. Have them bring like-minded friends. List all the organizations in your area, omitting any known to support, breed, or otherwise be aligned with right-wing radicalism. Identify a contact or two for each remaining group. Then, assign each core group member to an organization to make a personal pitch for its participation: for the use of the organization's name, for a volunteer liaison. You won't get -- or want -- every group you approach, but you will attract many of them. And, some that won't lend their names publicly, will be anonymous sources of information and will be chomping at the bit to get a hold of your voter guide. By the way, if you've not yet accepted it, come to grips with the fact that computers are our friends. Start a data base immediately of coalition member organizations and contacts, noting which will go public and which will not. While you're at it, create a secondary data base of volunteers. You'll need help with mailing preparation, phoning, attending meetings, media relations, and voter guide compilation and layout. With your coalition established, it's time to begin the task of research. The Research: Dig Deep -- the Truth is Out There Somewhere The primary purpose of the research is to identify right-wing radical candidates, based on their positions on telling issues. Unfortunately, many of these candidates will refuse to respond to questionnaires from any but their own support groups. Hence, the need for research beyond your questionnaire. While many candidates in San Diego County are more overt now than they were in 1990, they still try to temper their radical politics in mom-and- apple pie language with a scoop of anti-tax rhetoric la mode. It's the stuff that sways ill-informed voters -- and the stuff that can win local elections if unchallenged. There is no greater joy for an activist than being able to counter a schmoozy, dump-big-government-lower-the-middle-class-tax- burden campaigner with the revelation that the same candidate actively opposes abortion even in cases of rape and incest, and advocates the elimination of low cost meals for poverty-stricken children who come to school unfed. Yep, the truth can be sweet. If you begin your coalition in a non-election year, you can approach the research methodically. You'll have time to thoroughly review public records, newspapers, etc. Whatever your timing, remember the underlying concept here: you are not a sole practitioner; you're a coalition. The information you need might be right in the files or memory banks of your partners. The Clearinghouse has met monthly in off-years solely for information sharing. The specific data you need depends on the questions your coalition agrees to pose to candidates (see sample questionnaire). In general, the following resources will prove rich in information: Political beat reporters; County Registrar's records: ballot statements, candidate petition signers, voter registration, campaign financial reports, etcetera; Newspaper articles and letters to the editor; Special interest publications: religious, anti-tax, anti-abortion, gun lobby, and conservative news, opinion, and education; Statements at local public meetings or organizations' meetings; Transcripts from past public meetings. Again, a computer comes in handy. Create a data base of identified or likely conservative radicals -- candidates and supporters. Include a hefty comments section to document sources and activities. Sometimes the only way to identify a radical right candidate is by his or her supporters or endorsers. Always double check your sources, though. It's not uncommon for a naive candidate to unknowingly accept a radical right endorsement. For instance, an anti- abortion group's endorsement does not a radical right candidate make. What's more important is support for the separation of church and state. Make sure you have more than one defining criteria for identifying radical right candidates. Media Relations: It's a Love-Hate Thing The media are the partners in this coalition that you'll love to hate. But you do need them. The media should both inform the public of how to obtain your voter guide and be a point of distribution for the guide. A monthly newspaper with a large county-wide distribution has published the Clearinghouse Voter Guide as a public service. Most likely, one or more of your coalition members will have an existing rapport with a political reporter. One good story about your efforts will birth another. It is vitally important that your media releases emphasize non-partisan voter education (see sample media release). If your releases and spokespeople expound on the despicable horrors of the radical right, you'll lose voters. Keep it simple; keep it straightforward. Your coalition is providing a public service to mainstream voters. They'll love you for it. Rolling, Rolling, Rolling So, you're ready to roll. Just a few more pointers to help smooth your path. 1. A list of candidates who have successfuly completed the filing process may be obtained from your county registrar within several days of the filing deadline. This, or some part of it, is the list to which you'll mail your questionnaire. Consider following up the mailing with phone calls. This will increase the response rate. Your research kicks in when questionnaires are not returned. If there's a conflict between a questionnaire response and other sources of information, graciously confront the candidate and ask for his or her intended response. 2. Select questions for your questionnaire carefully. They must be both revealing and reflect your community's mainstream concerns. It's also important to validate the participation of all your member organizations. Try to include at least one or two questions in the candidate questionnaire that reflect each group's primary issue: the environment, women's rights, a local polemic, etc. 3. Your coalition's significant costs will be postage and copying. Ask each member to contribute a roll of stamps and either a tenspot for copying or time on their office machine. 4. If you find yourself in a jam, feel free to call The Clearinghouse at (619) 728-4956.e The Clearinghouse of San Diego County MEDIA ALERT For immediate release Contact: Kit-Bacon Gressitt 8/18/92 (619) 728-4956 Clearinghouse Launches Campaign to Educate Voters In an unusual collaboration, grassroots organizations throughout San Diego County have united for a second time to promote voter education. Dubbed "The Clearinghouse," the coalition of organizations united in late 1991 for the purpose of sharing information about candidates running in San Diego County, and to increase voter participation in the political process. The result of the Clearinghouse effort is a comprehensive guide for voters targeting Legislative, City Council, and School and Hospital Board candidates on the November ballot. The effort is particularly unique because of the decidedly non-partisan approach to the candidate research conducted by volunteers from participating organizations. "Unbiased voter education is essential to maintaining the integrity of our political process. Uninformed voters don't vote. Both candidates and organizations such as the League of Women Voters have a responsibility to insure voters receive adequate information to make informed decisions at the polls," stated Carol Finkle, the League's liaison with the Clearinghouse. The purpose of the Clearinghouse Voter Guide is to provide the voting public basic information about candidates' positions on telling issues. The Guide is not intended to be an endorsement of any candidate. The underlying philosophy of the Guide is that voters have a right to know where a candidate stands on issues that clearly define the candidate's politics - regardless of the seat for which the candidate runs. And, arming voters with adequate information will increase turnout. Judy Jarvis, Republican candidate for Congress, applauded the Guide. "As a candidate for public office, I know I have a responsibility to communicate my positions to the voters. This effort provides the voting public and candidates a valuable opportunity to participate fully and honestly in the political process." Candidates who have received the questionnaire are encouraged to call (619) 728-4956. Voter Guides will be available by calling 728-2669 after September 10. ### Legal Limitations on the Political Activities of Tax-Exempt Organizations Nancy Yanofsky & Laurie Rockett ProChoice Resource Center, Inc. Mamaroneck, New York This article provides a brief overview of three different kinds of tax- exempt, public interest organizations 501(c)(3) organizations, 501(c)(4) organizations and political action committees (PAC's) and some of the major legal and political differences among them. It is important to note, however, that nothing presented on the following pages is intended to serve as legal advice; that is, this information must not take the place of consulting with your own counsel on the desirability of establishing the various organizations described and the activities in which they may lawfully engage. There are three kinds of tax-exempt organizations which address a range of educational and/or political activities.1 They fall into the following three categories: Educational and Charitable Organizations (501(c)(3)) Social Welfare Organizations (501(c)(4)) Political Action Committees (527) With some technical exceptions, none of these organizations is required to pay federal corporate income tax and each of them is permitted to carry out a range of educational activities. However, the political activities of all three types of organizations are limited under the Internal Revenue Code (IRC) and the Federal Election Campaign Act (FECA). If these organizations are all tax-exempt, how are they different? Educational and Charitable/501(c)(3) Organizations. A defining characteristic of a 501(c)(3) organization is that all contributions to such organizations are tax deductible. This means that all contributors to 501(c)(3) organizations may claim their contributions as charitable deductions. And private foundations may make grants to 501(c)(3) organizations without administrative supervision or the risk of substantial legal penalties. On the other hand, by definition, the political activities of such organizations are severely limited. A 501(c)(3) organization: does not participate in, or intervene in (including the publishing or distributing of statements) any political campaign on behalf of (or in opposition to) any candidate for public office; is not permitted to devote a substantial part of its activities to carrying on propaganda, or otherwise attempting to influence legislation. These restrictions must be adhered to; the penalty for violating them is loss of tax-exempt status. Moreover, if a 501(c)(3) organization loses its exemption for engaging in excessive lobbying or participating in electoral activities, it may not reorganize at any time as a 501(c)(4) organization. Social Welfare/501(c)(4) Organizations. These tax-exempt organizations are permitted to engage in a broader range of political activities, provided that their primary focus is to promote "social welfare." However, contributions to these "social welfare" organizations are not tax deductible as charitable contributions. Moreover, private foundations are required to impose restrictions limiting the use of any grants made to social welfare organizations to 501(c)(3) activities and must monitor the use of these funds. Private foundations, as a result, prefer not to make grants to social welfare organizations. Political/527 Organizations. Organizations exempt under this section are established for the express purpose of engaging in electoral activities (which must constitute their primary purpose). Although political organizations may legally engage in non-electoral, political and non-partisan election-related activities, expenditures made for such purposes are subject to income tax. How are the organizational activities of these groups limited by their tax- exempt status? Lobbying Activities. There are two kinds of lobbying direct and grassroots. Direct lobbying is contact with a member or employee of a legislative body, or member of the executive branch in connection with formulating legislation (but not regarding regulatory or enforcement functions which are not considered lobbying). Grassroots lobbying, on the other hand, attempts to influence the attitudes of the general public regarding legislation. Lobbying and 501(c)(3) Organizations. Organizations exempt under section 501(c)(3) may engage in lobbying if the lobbying activities are insubstantial in relation to the general educational or charitable activities of the organization. (The term "substantial" has never been defined, although it is generally believed that a safe limitation on lobbying is 5% of overall expenditures.) And, since 1976, organizations can elect, under section 501(h), to spend a certain percent of their operating budgets their "exempt purpose expenditures" on lobbying activities, without penalty. The limits are up to a maximum of 20% of the expenses of an organization with total expenses of $500,000 with percentages declining thereafter to an overall cap of $1 million. Only 25% of this limit may be spent on grassroots lobbying. Activities which do not constitute lobbying (and which may be engaged in by a 501(c)(3) organization without limitation so long as they are charitable or educational) include: making available the results of nonpartisan analysis, study or research; testifying before or providing technical assistance to a governmental body or committee in response to its written request; communications affecting the existence of the organization, contributions to it or its tax-exempt status; conducting training on how to lobby effectively, so long as participants are not urged to lobby on any particular legislation; communications with its members which inform them about legislation, but do not urge them to lobby. Lobbying and 501(c)(4) Organizations. There are no restrictions on the amount of lobbying, whether direct or grassroots, in which 501(c)(4) organizations may engage. Lobbying and Political Organizations. There are no restrictions on the amount of lobbying, whether direct or grassroots, in which PACs may engage, but the money expended on such activities is subject to income-tax. Electoral Activities. Participating or intervening in a political campaign, or directly or indirectly influencing an election to benefit a candidate, a party or a ballot measure is considered electoral activity. This is not to be confused with non-partisan voter education activities that enhance the public's awareness of social and political issues. The Internal Revenue Code Electoral Activities and 501(c)(3) Organizations. A 501(c)(3) organization is absolutely prohibited from engaging in any electoral activities. Electoral activities do not include such non-partisan, educational activities as voter registration drives or other "Get-Out-the-Vote" activities or, for example, conducting seminars or training sessions on the importance of becoming involved in the political process and how to do so. Such activities must be strictly non-partisan and, in most cases, not even issue-oriented. All activities in this area should be cleared by legal counsel. Electoral Activities and 501(c)(4) Organizations. The Internal Revenue Service has ruled that an organization exempt under 501(c)(4) may engage in electoral activities, but only if such activities do not constitute its primary activity. Some apply a rule of thumb that electoral activities must constitute less than 50% of the organization's overall activities; the smaller the percentage, the less the risk of loss of tax-exempt status. Note that, if the organization is incorporated, restrictions on these activities are imposed under the Federal Election Campaign Act, discussed below. Electoral Activities and Political Organizations. Under the IRC, political organizations may legally endorse, make expenditures and otherwise make contributions intending to influence the selection, nomination or appointment of any individual to public office. The Federal Election Campaign Act (FECA). Section 441(b) of FECA prohibits a corporation, including a tax-exempt corporation, from making a contribution or expenditure in connection with any election to federal office except through a separately segregated fund (which may solicit contributions only from its members). Contributions and expenditures are broadly defined to include anything of value other than the value of services or some in-kind contributions by individuals. Excluded from this prohibition are independent endorsements of candidates made by tax- exempt, public interest organizations which do not receive any funds from corporations or labor unions. FECA also provides for the organization of PACs (exempt as political organizations under section 527 of the IRC) that are established specifically to make contributions and expenditures in connection with federal elections. There are two kinds of PACs, separately segregated funds which may be established by 501(c)(4) organizations, and independent PACs. A separately segregated fund may receive contributions only from members of the parent organization, while an independent PAC is not so restricted. Please note that there are also regulations on state election campaigns and contributions which vary from state to state. Again, legal counsel should be consulted to determine what restrictions exist under state law. How can a tax-exempt organization maximize its allocation of time and resources? To maximize both fund-raising and the range of political activities in which tax-exempt organizations may engage, it is desirable to organize all three forms of organizations: a 501(c)(3); a 501(c)(4); and a PAC. Under the IRC, a 501(c)(3) organization may establish and control a 501(c)(4) organization, and a 501(c)(4) organization may establish and control a 501(c)(3) organization, either as a separately segregated fund or as a separate corporation. Under either structure, activities which are considered educational or charitable or within the section 501(h) limits for 501(c)(3) organizations may be carried out using tax deductible contributions. Lobbying in excess of these limits and the political activities permitted a 501(c)(4) organization should be done through the 501(c)(4) organization. It is important to understand that no 501(c)(3) funds may be used indirectly through the 501(c)(4) organization to conduct activities the 501(c)(3) organization could not itself conduct. The 501(c)(4) organization may make contributions to the 501(c)(3); however, there is ordinarily no benefit in the 501(c)(3) organization making any contribution to the 501(c)(4) organization, because the contribution would have to be used solely for activities the 501(c)(3) organization could itself carry out. If staff, space or equipment is shared, separate books must be kept, and resources and time carefully allocated between the two organizations. While the 501(c)(4) organization may establish and pay the administrative costs of a separately segregated fund to conduct electoral activities, it is generally preferable to establish a separate, independent PAC so that fund-raising may extend beyond the membership of the 501(c)(4) organization. A 501(c)(3) organization should not be in any way affiliated with a PAC or make any direct or indirect contributions to one (except in the limited case of influencing judicial appointments). Coalitions with unaffiliated organizations may also be an effective way to pool resources, but again, an organization may not do through a coalition what it cannot do itself. Summary of Permissible Activities The following is a general summary of the activities in which 501(c)(3)'s, 501(c)(4)'s and PACs may engage. It is not intended to be comprehensive. There are many legal limitations on the conduct of such activities and legal counsel should be sought regarding them. 501(c)(3) Organizations may: lobby within IRC limits conduct public education activities on public interest issues hold public education and training sessions about participation in the political process educate candidates on public interest issues publish voting records prepare candidate questionnaires canvass the public on issues sponsor candidates debates lobby in connection with party platform issues lobby with respect to judicial appointments rent mailing lists and facilities to other organizations, legislators and candidates at fair market value prepare voter identification lists conduct Get-Out-the Vote and registration drives establish a controlled 501(c)(4) organization All of the above activities must be conducted in a non-partisan manner and, in most cases, should not target elections in terms of timing or location. (An obvious exception is voter registration.) Under no circumstances may a 501(c)(3) organization endorse or in any way support any individual candidate for elective office. 501(c)(4) Organizations may: engage in all of the 501(c)(3) activities without limitation make independent endorsements of candidates or expenditures on their behalf allow candidates to address their members restrict the rental of their mailing lists or facilities to certain candidates establish and pay the administrative costs of a PAC urge their members to vote for certain candidates in federal elections PACs may: engage in all of the 501(c)(3) and 501(c)(4) activities, but are subject to income tax if not within the primary electoral purposes of the PAC mail voting that rate candidates to the general public make direct campaign contributions run ads in support of candidates provide mailing lists to candidates without charge. 1 The term "political activities" as used in this article encompasses two legally distinct kinds of activities: lobbying activities attempts to influence the passage or defeat of legislation; and electoral activities activities to affect the election or defeat of an individual to public office. (There are some hybrids, such as the nomination of an individual to judicial office, which are beyond the scope of this article.) Winning Elections: Organizing Tips from San Diego Poppy DeMarco Dennis Community Coalition Network San Diego, California Effective election strategies in San Diego helped beat local Far Right candidates in November 1992 elections, representing the first major reversal of the alarming national trend of fundamentalist successes in local races. Coalitions seeking to replicate San Diego's success should consider the following strategies: identify allies and common goals and concerns among various constituencies; learn about the opposition and advertise their extremist philosophy to voters; craft a written set of principles and beliefs to inform the community about the progressive perspective; establish a pre-endorsement process to help identify and support the strongest candidate in multi-candidate races; help qualified candidates speak to voters; become familiar with voters through use of polling data; become better informed about free speech rights and then use those rights; learn how to use campaign tools and create new ones when needed; and push for progressive policies after elections are won. San Diego is proof that the Far Right can be beaten at the polls. In the now famous election of November 1992, San Diego's Far Right was out-mobilized, out-organized, and for the most part beaten in local races with the help of the area's grassroots campaign group, the Community Coalition Network (CCN). With a focus mainly on non-partisan races and issues, organizing and commmunications were carried out on a county-wide and regional basis in successful anti-Far Right campaign efforts. Following are strategies used in winning local battles against Far Right candidates. Know Your Allies and Your Base. Identify groups with common goals, find their leaders, and invite them to meet and discuss problems and share experiences. CCN included key local board members who faced extremists on their boards and presidents of various groups. Wide diversity in geography and interest is important in order to maximize learning and stimulate new alliances. This process lead to identification of common concerns and goals and agreement to do further research. Know the Opposition. Find out as much as possible about the goals, actions, and beliefs of the Far Right opposition. CCN read news articles; attended Far Right rallies; and obtained materials from "Christian" bookstores, radio stations, and newspapers. CCN found that the Far Right was more open about their agenda when talking to their own people. CCN members traveled with small recorders and taped Far Right representatives in public meetings. This technique was useful in three key ways: communicating with the media about the Far Right's agenda (i.e., tapes were provided to the media); documenting Far Right activities; and as a technique for energizing the organization against the Far Right agenda. Significant help in monitoring the Far Right was provided through the research of the Mainstream Voters Project (MVP). At times, research was shared with reporters. Define Your Goals. Articulate your key beliefs and principles. As the common concerns of its diverse coalition became clear, and the tactics and goals/beliefs of the opposition were better understood, key "Principles" were identified summarizing CCN's strongest beliefs. This enabled CCN to more readily identify those times when the opposition violated them and to clearly state their own positions instead of just expressing opposition to the Far Right's principles. They also served as the basis for questions for candidates and criteria for use in examining records of candidates to assess consistency with these principles. The principles were also adapated by other communities-- including the Lubbock, Texas Moderate Majority and Centerville, Ohio. Establish a Pre-endorsement Process. Work with reasonable and knowledgeable groups within a community to locate and campaign for potential qualified candidates--particularly when there is no primary. When too many good candidates are competing against each other, a single extremist has a better chance of winning when the mainstream vote is split. Help Qualified Candidates Communicate With Voters. Publicize your principles, evaluate candidates and publicize results of the evaluation. CCN evaluated candidates and published the results in the local newsmagazine Women's Times, various newspapers, and group newsletters and freely duplicated the results. Many "election hotlines" used the list. This was carried out well before the election--in time to reach absentee voters before they voted. CCN then followed-up during the regular poll election time. Know Your Voting Public. Candidates and campaign need to know the mood and priorities of voters in order to make the wisest use of their time in communicating their message to the public through such mechanisms as brochures, interviews, speeches, and radio shows. A professionally designed poll was developed and then administered, in a cost-cutting move, by trained volunteers from the American Association of University Women and local churches. (See article on polling for further information on this election tool.) Know Your Free Speech Rights. CCN found that even the most active among their ranks were not fully aware of the full range of their First Amendment Rights. Training of school-based teams by mainstream specialists--such as the First Liberty Institute or help from the ACLU or American's United for Separation of Church and State-- provided CCN representatives with more confidence and answers to support their instincts and beliefs. The value of this effort was particularly evident when CCN found that school personnel or other public servants often will not challenge abuses because they are not sure about their standing. Become Familiar With Campaign Tools. CCN has worked primarily with local people and on non-partisan elections in efforts that have been very low budget or no-budget. Local consultants volunteered to provide one workshop each to help candidates get started and subsequently helped out on an hourly fee basis to cut candidate costs. Candidates in the same region worked as teams or "slates" to share expenses. Experienced elected officials acted as mentors for novice candidates. Also useful are low cost workshops such as those offered by National Women's Political Caucus and the California Teachers Association/National Education Association. Create Your Own Tools (When Existing Ones Don't Exist). Technology makes it possible to do almost anything on a home computer given volunteers who are bright, creative, and dedicated to tackle the task. CCN started the Bea Sweeney Memorial Tech Center, a cooperative effort that has developed lists of all registered voters with voting histories from 1988 and enhanced phone numbers. The center can produce election analysis, precinct profile lists, and other tools as needed, as well as precinct maps on mylar for easy copying. The center's dedicated and talented programmer helps make this possible. Other areas have carried out similar efforts. While a large user area is needed to make it cost effective, the information is invaluable, particularly for jobs that are needed immediately. Avoid Duplication Through Collaboration and Communication With Allies - Communications were centralized through a group called "Clearinghouse." Future efforts may continue through a Pro-Choice Network or other group. Tasks such as school board observing, candidate questionnaires, and voter identification projects can be shared to avoid duplication of effort; calendars or regional emphasis can be coordinated. Continue to Work--Even After the Election - Push for policies that support your progressive agenda. For example, a code of ethics policy for elected school officials could call for loyalty to the public school district and the whole community as a means for countering Far Right efforts that speak only to the fundamentalist religious community. Continue to work with your allies as well. Utilize positive relationships built among qualified candidates in various districts to help strengthen policies regionally, sharing strong solutions developed by one district with friendly board members in another district when similar issues arise.u Initiative Campaigns Kimberly Moore Webster and Peggy A. Norman RightWatch PAC Portland, Oregon Initiative campaigns, public votes on policy issues usually handled through elected bodies, have become a tool for radical right-wing efforts to pass regressive laws on such issues as homosexuality, school vouchers, and others. Effective strategies to win initiative battles include: research; controlling the debate; creating momentum; message delivery; aggressive media; effective field work; building a broad coalition; doing the unexpected; and raising funds. Initiatives are proposals to change laws or state constitutions through a direct vote by the voting public, bypassing elected representatives. The initiative, a tool available to voters in fewer than half of the states, has become a favorite tool for the Far Right. Since the 1980s, initiative efforts have been led by right wing organizations, most with national affiliations, as a basis for building their political agendas. Initiative campaigns have enabled them to garner national publicity while building voter lists and perfecting their language and tactics. The most visible Far Right initiatives have included anti-gay and school voucher measures. Oregon's Initiative 9, which sought to repeal rights laws protecting gays and lesbians in the state, grabbed national attention in 1992. Initiative 9 was successfully beaten by Oregon's "No on 9 Campaign," which turned out to be a rare victory among the major fights over anti-gay votes held in recent years. Progressives must learn how to win on the initiative battlefield. What are the elements of a winning formula? Research. Control of the debate. Create momentum. Message delivery. Aggressive media. Effective field work. Building a broad coalition. Doing the unexpected. Raising enough money to pull the whole thing off. Research. Campaign research collects data about supporters and detractors and finds common denominators in words and messages that will move the most voters. Months of hard labor in the campaign should be grounded in the best information you can buy about what the voters think and what they feel about your issues and where your opponents' strengths and vulnerabilities lie. Polling presents your campaign with an in-depth picture of what the voters think at a given point in time. Focus groups help campaign strategists understand the nuances of how voters feel about the issue as it relates to their lives. Opposition research provides you with the keys to understand your opponents' base of support, the money trail financing their campaign and how and when to take the offensive with the opposition. Many campaigns win with good polling alone. But if you want to ensure that you control how the campaign unfolds, and that you have the best chance of achieving a solid victory, incorporate all three research components. Controlling the Debate. The side to seize and control the debate wins. When you control how the issue is viewed by the public (i.e., discrimination v. special rights), you are on the offensive, which forces your opponents to respond. When your opponents are on the defensive and responding, you prevent them from moving their own message. In the "No on 9 Campaign," we succeeded in making our opponents and what they were trying to do to lesbians and gay menand to Oregonthe issue in the campaign. We forced them to continually explain themselves and justify their tactics, instead of allowing them to force us to explain that gay and lesbian people really are not child molesters out for special rights. Creating Momentum. Imagine your campaign as a symphony and yourself as the conductor. It is your job to orchestrate all the instruments playing together. When they play together, they build momentum, creating a whole larger than any one instrument. To create momentum, show the voters that significant numbers of diverse groups support you. When you get support from the teachers union, go to the librarians. When labor signs on, go to business. When members of the faith community come on board, branch out to bring others in. At every step, let voters know who is supporting you. You create the momentum and orchestrate it to peak on election day because you want a campaign to which nobody can say NO! Message Delivery. Good research provides you with words and phrases that become your campaign messages. Sticking to the most powerful messages identified by your research will undoubtedly prove difficult for some. Some may believe they know the state better than the pollster. It is possible that leadership will be uncomfortable with the messages that come from your research. For example, polling for the "No on 9 Campaign" showed that comparing our opponents to Nazis could well lose us votes. Yet some community leaders persisted in using that analogy. This is your campaign's challenge and responsibility: do good research and listen to what the voters tell you. Embellishing your messages to please yourselves or your friends will not help persuade the undecided. An Aggressive Media Campaign. Most winning campaigns spend close to two- thirds of their money on television and radio with supplementary print ads to bolster the electronic media. Why so much? Because most voters watch a significant amount of television and will see and hear your message on television! If you really intend to take your case to the people, you must buy significant amounts of television time you can reach the same number of voters with two weeks of advertising as you can with months of door to door canvassing. Ideally, your campaign targets and coordinates both media and field to deliver a knockout. In the "No on 9 Campaign," we began advertising two weeks before our opposition was on the air, and we ran hardhitting ads that put them on the defensive. Our opposition never came close to regaining their composure or their momentum. Effective Field Work. Organizing in the field is a key way to reach voters and to puncture stereotypes about who cares about your issues. Target field work first toward solidifying your base and organizing and educating your natural constituencies. Then begin the crucial work of expanding your base and coalition-building. Whether your field plans include voter identification, literature drops, door-to-door canvassing, town meetings, huge rallies and marches, or just good solid get-out-the-vote projects, your field campaign should echo and reinforce the same messages and themes as your media campaign. Initiative campaigns have succeeded all across this country with strong media components alone. But controversial proposals brought forth by the radical right wing require extraordinary public education. Grassroots organizing is an excellent method for delivering that education and it uses many volunteers anxious to help. To ensure a win on these hot-button issues, your campaign must have a strong, aggressive media component and a strong, aggressive field campaign. Doing the Unexpected. Winning campaigns are usually campaigns that conduct good research, develop effective messages to move the voters, ensure that voters hear and see those messages several times before election day, and turn out their votes. And, winning campaigns usually do morethey stand out from the ordinary. Plan the unexpected element in your campaign. In the "No on 9 Campaign," we broke stereotypes wherever possible. We won endorsements from chambers of commerce and top business leaders. Supporters held a huge multi-denominational religious rally. Both the Democratic and Republican party leaders appeared in a television spot for us. The two bitterly opposed candidates for U.S. Senate appeared in a joint print ad. Librarians marched and rallied in the streets. Campaigns that do more than the same old events and tactics stand out and the press and electronic media love it. Building the Broadest Coalition Possible. The job of a campaign steering committee is to forge a campaign broad enough so that the majority of voters decide to ally themselves with you. The more your campaign and its supporters reflect the diversity of your state, the more you will signal that you are the majorityand the closer you will be to winning. Your campaign messages, spokespeople, advertising, and actions must dovetail to pull the majority of the voters in to your camp on election day. Raising the Funds to Pull the Whole Thing Off. If your campaign concerns a controversial issue, it is important to realize that in all likelihood, you will need to significantly out-fundraise your opponent. The messages your campaign crafts carry over into fundraising. Momentum helps build your fundraising efforts. Field organizing will yield new volunteers and supporters. The media campaign will carry your messages to large numbers of concerned people. The surprises your campaign produces help imbue voters and donors with a sense that they're on a winning team. All these elements will aid in your fundraising efforts, which must start early and stay consistent right to the end. Balance defines all good fundraising plans. Ideally, your campaign will not rely on any one element for too many dollars. Elements could include: house parties, direct mail, major gifts from individuals, business, organizations, labor, special events, sales of merchandise (buttons, bumper stickers, lawn signs, T-shirts), rallies, monthly pledges, telephone solicitations. One final word about fundraising. Don't think small. Assume that the entire world cares about what's happening in your state. Assume that the business community cares not only about the economic impacts inherent in the proposal, but that they also care about how the issue tears at the heart of your state. Assume that everybody has something at stake and that everybody wants to give. And ask as many of them as you can, using whatever method is most appropriate for the time, place, and potential giving. Conclusion. It should be apparent by now that every element of a campaign works together. If you do solid research, create strong, clear messages which speak to the largest segment of the voters, control the debate and keep momentum on your side, your chances of winning are very good. Two things are certain: after going through a campaign on a controversial initiative, your state will never be quite the same again. And winning feels a whole lot better than losing.u HOW TO CONTACT ELECTED OFFICIALS Linda J. Yanney, Ph.D., ed. National Gay and Lesbian Task Force Policy Institute Washington, D.C. One thing elected officials do - and do well - is count. They count votes, they count contributions to their campaign, and they count phone calls, letters and office visits. This article contains practical advice on contacting and influencing your local elected officials on issues of importance to lesbian, gay and bisexual people. Many elected officals are happy to meet with constituents in their offices. State and federal officials have their primary offices in Washington or in the state capitol, but they usually will meet with constituents when they are in the constituents' home area. When you call the official's office, ask to speak to his or her scheduler or appointment secretary. Be specific about your reason for wanting the appointment. Do you want to discuss a vote with which you agree or disagree? Do you want to speak generally about AIDS and its impact on your insurance, health care, or employment? Do you want the official to cosponsor or support a specific idea or piece of legislation? Are you inviting the official to speak at your annual award dinner? Whatever the reason, be honest and keep your request for time brief 15 minutes is a long time to discuss your views on a particular vote or issue. Respect for an official's time will be appreciated and remembered the next time you want access to his or her office. During the Visit. Present yourself and your views in a respectful, dignified manner. Dress appropriately as if you were going to a business appointment. Local elected officials often meet with constituents themselves, others have staff. Don't assume you're "getting blown off" because you're dealing with a staff person. Most of the information officials rely on comes from their staff. If you get a credible staffer to see things your way, you have been successful. Be direct and concise in your presentation. Know what you want the official to do (cosponsor, vote for/against, write a letter to an agency, etc.) and be able to present your views clearly. It's the quality of the discussion that is important, not the length. If you're going to see an official who has a bad voting record on lesbian/gay/bisexual issues, you might be tempted to tell him or her off. Don't do it! If he or she says things that offend you, keep a cool head and respond rationally with facts. In some offices, all you may achieve the first time out is a civil exchange of conflicting opinions, but if you handle yourself well you can begin to establish a working relationship with that office. They'll recognize your name when you write or phone the next time, building the base for continuing communication . Whenever possible, demonstrate that you speak for other voters in the community. Back up your claim with petitions and letters. Let the official or staffer know that you intend to communicate with the lesbian/gay community about your visit. If an official has a good or excellent record of support thank them! Our friends in government need to know that their support is appreciated. After the Visit. Be sure to summarize your discussion in a follow-up letter. If the official holds a federal office, you also may want to send a copy of your letter or other correspondence you receive from the official to the National Gay and Lesbian Task Force. NGLTF is in contact with Congressional offices daily and your visit is important information for future lobbying work. If there is a state or local civil rights or gay/lesbian/bisexual rights organization, they also may be interested in the results of your visit. Tips For Contacting Officials By Letter. Individuals need to stay in written contact with their elected officials. Officials use letters as one way to measure public opinion in their district. Officials count the pieces of mail for and against every issue. Identify Yourself. Make sure your elected official knows you are his or her constituent. You can also assume the staff person recognizes most addresses in the community or district which means you must include your name and address. Avoid anonymous letters. Topics. Cover one subject per letter. In a large office, different staff persons cover different issues. Your letter may get lost or hung up with one staff person if you cover several topics in your letters. If you have more than one issue to raise, write more than one letter. If the issue can be identified by a bill number, include the bill number. If possible, mention who introduced the legislation, how many others have cosponsored the bill and what it will do. This demonstrates to the official that you are serious about the issue and are keeping a close watch on the progress of the bill. Selling Your Position. Be brief and concise. Type or write legibly so that your letter is easy to read. State your position and exactly what you want the official to do in your first paragraph. For example, "I urge you to support state efforts designed to end the irrational discharges of lesbian and gay national guard personnel." Or, "I urge you to support and cosponsor the Johnson County Domestic Partnership Policy." Give reasons for your position. Remember, when you write, you are essentially trying to sell your idea or position on an issue to the official. Avoid deeply emotional appeals, demands, threats or promises. These are not effective letter writing tactics. However, if you are writing about discrimination and have been a victim of discrimination, explain that to the legislator. Officials will want to know how a bill or proposal will affect the lives of their constituents. Your own experiences and observations will help sell our position. Follow Up. Request a reply. You can ask your official how he or she will vote on a particular bill; you can ask about his or her position on an issue; and/or you can request his or her personal involvement in a particular issue. You are more likely to receive a reply if you ask for one. When you receive a reply from the official indicating that he or she agrees with your position or that he or she intends to vote for the position you have advocated, write back and thank him or her. If you receive a reply which indicates that the official intends to vote in opposition to your position, write back and explain your position again. Don't let him or her off the hook. Keep the heat on! Addressing Your Letter. Officials are addressed in a variety of ways. Some titles may be obvious, such as "Dear Senator Spring." Some forms of address require phrases such as "The Honorable." If you know the proper title, use it. You can find out the proper title from the official's office or look in the back of most dictionaries. If you don't know the proper way of addressing the official, you can't go wrong with a simple "Dear Mr. Fehrman" or "Dear Ms. Carpenter." Politeness will usually substitute for properness. Remember: the only effective letter is one which is written and mailed! Host a "Letter-Writing" Party. Parties can be hosted by individuals or organizations, and can be as large or small and as formal or informal as the host wants. The basic goal is to make it easy for individuals to write their letters. Have sample letters and information on legislation available for use by your guests. By making it easy for people to write letters, you are helping them to be heard, and making sure that our community is represented. Tips For Contacting Officials By Phone. Just as letters are used by officials to measure public opinion, officials also count phone calls which are either for or against an issue. Phone calls to a policy maker's office are most useful when a vote has been scheduled and there isn't time to write or visit the office. Congress and state legislatures often have one general number for each chamber which can be used to leave messages about an approaching vote. What to Expect. When you call your official's office, expect that the call will be taken by someone on the office staff. If you're calling to request information about the official's position on an issue or to register an opinion, your call will most likely be transferred to the staff person in charge of that particular issue. He or she will be able to discuss in more detail the official's position on the issue and the current status of any pending legislation. Identify Yourself. Make sure the staff person knows you live in the official's district. Be sure to provide the staff member with your name and address for follow-up. Topics. Cover one subject per call. Different staff persons cover different issues. Do not assume that the person you are speaking with handles all lesbian and gay issues for the official. If you have more than one issue to raise, ask to speak to the staff person who is in charge of each issue. Selling Your Position. If there is a pending vote on the floor of the House or Senate, or before the City Council, your phone call should be simple and to the point: "I support S. 242, the state gay and lesbian civil rights bill, and I urge Senator Tinsman to vote for the legislation." The information will be recorded and forwarded to the appropriate staff person. If the issue isn't pending on the floor of a governing body, it is still important to be brief and concise in your conversation. Your opinion is important, but the staff person will respect your use of their time. Be prepared to state your position, what you want the official to do, and be ready to back up your position with one or two supporting arguments. Follow-Up. The official may not have an immediate answer for you. Ask when you can expect an answer. If a staff person doesn't have an answer for you, ask that they speak with the official and get back to you, either by letter or phone. When you receive a reply by phone, be sure to thank the official or staff person for getting back to you, even if the information about the official's position is bad news. Establishing a good relationship with the staff will help you when you need to speak with them again. Other Kinds of Contacts. There are many occasions, formal and informal, where officials interact with the public. Elected officials need to spend a lot of time meeting constituents, contributors, and party workers and volunteers. Most of these opportunities are open to the public for free or for a very small contribution. Legislative forums, candidate forums during elections, public office hours and attendance at civic events are all opportunities to talk to officials. They are expecting it, so ask questions during question and answer sessions. Keep your questions short and to the point. Often, officials are available before and after the event to meet people. You can use this time to introduce yourself and make brief comments. Remember that officials are often criticized and rarely thanked, so if you like something an official has done, thanking them can make a big impression. Party fund-raisers are great informal occasions to get to know officials as well as the political movers and shakers in your area. Some fund-raisers can go for as little as $5-$25 dollars. If the crowd is large, you may have to work to get a hand-shake, but if the crowd is small, you may be able to engage the official in a real conversation. Follow-Up. It can't be said enough: you will maximize the impact of your contact with any official by following up. Following up lets the official know that you are serious and committed, and it gives you an opportunity to get to know each other. You may not agree this time, but whatever you learn about an official may come in handy on the next issue. Congratulate Yourself. Every call you make and get others to make! and every letter you write is a triumph of participatory democracy. For most people, government is a spectator sport. By using the techniques discussed here, you will become one of the most important and powerful people in America an active citizen.u The Numbers Say What?! A Primer on Polling Peggy Norman and Kimberly Moore Webster RightWatch PAC Portland, Oregon "The Numbers Say What?!" is a primer on campaign polling. It reviews the two most frequently used types of campaign polls, provides direction on what to look for in a campaign pollster, how to write polling questions, and how to use the data once it's collected. The authors discuss the necessity for security and provide some cautions to help readers how best to make use of campaign polling. You're facing a statewide electoral campaign on an issue spawned by the Radical Right. Don't panic. Sooner or later it happens to all of us. Your first steps are clear. Your campaign needs to fundraise in order to make a serious investment in voter research. Until data is available on what the voters think about an issue today, there is no effective way to plan a campaign to capture their hearts and minds on election day. Conducted properly, polling yields essential information that influences every area of your campaignfrom your name to your spokespeople to your campaign messages. Polling data tells you your strongest arguments and who already supports your position. It also tells you what arguments work best for your opponents and where you're most vulnerable politically. With cross-tabulated information about voters across the state, you can even determine specifics (e.g., what the male Republican voter over 50 years of age who lives in a particular county and makes over $50,000 per year thinks on the issue). Polling numbers assist in setting budget priorities, timing, and strategy. Good polling is the single most important piece of your campaign infrastructure. Without it, you're just guessing.... The Benchmark Poll The first poll you conduct is often called a "benchmark" poll. It establishs a baseline from which to measure your campaign's progress as election day draws near. The benchmark poll should establish voter familiarity with your issue and give you initial numbers for and against. It should tell which age groups of which sex are your best supporters. It should tell which groups are undecided and which are against your issue. It should test particular words and ideas, allowing you to begin crafting messages. It should rate spokespeople and organizations, and it should delineate your opponent's best slogans and strategies. Timing of the benchmark poll is important. If you have no idea of how voters feel about the issue in your state, you can't start too soon. If you already have information from a previous poll, don't go out more than 11 or 12 months before the election. If you do the benchmark poll that early, plan another "mini-benchmark" along the way to gauge progress. How many people should you poll in the benchmark poll? Each state is different, with populations varying greatly. Your pollster will advise you on numbers. Don't poll just the minimum number of people. Be certain that you have a statistically sound sample of opinions and that you test all the messages you are likely to want to usebefore you say them in public. Polling is NOT the place in your campaign to be miserly with your money. Tracking Polls Near the election, keep a close eye on your numbers. At that point, you'll need daily information that you will use to adjust advertising and strategy. Tracking polls test smaller numbers of people with one, two, or three questions generally, and target segments of the population. They generally run over a series of days, providing the freshest information possible. Low budget campaigns are forced to rely on "handouts" from the media's tracking or a friendly politician to know how they're doing. But if you have the money, it's much safer and wiser to do your own tracking. Piggybacking Questions If the pollster you hire has other clients in your state who are also in political races, you may be able to piggyback a question or two when they are doing polling. This can be an especially useful tactic as it allows you to get some polling information without going to the expense of conducting an entire poll. The down side of piggybacking is that you're dependent upon someone else's schedule, so you can't always plan to make use of it. ---------- Choosing Your Pollster Like every other vendor associated with your campaign, your pollster's reputation and connections will add to or detract from the credibility of your campaign. If your issue is a controversial one, and bringing mainstream respectability is a consideration, be especially aware of your pollster's connections and expertise. Many pollsters have no experience doing political polling: they survey products or attitudes. Steer away from them. Ideally, the chosen pollster will have experience polling on your issue or on another controversial or related measure in your state. It is not necessary to choose a pollster from your state. It is critical, however, that your steering committee and staff feel comfortable working with the pollster and that you are sure you'll have adequate access to your pollster's time. *Writing Polling Questions Polling is an art and a science and most pollsters will write the poll for you. However, most steering committees and campaign managers have strong opinions and want to help design the polling instrument. A subcommittee of your steering committee can come up with the questions and you can work with your pollster on wordsmithing. The questions you write for your poll depend on the questions you need answered for your campaign. If you do not already know how familiar the public is with your issue, you need to establish that base. For example, if your campaign is about an issue pertaining to discrimination against lesbian and gay people, what kind of research do you already have to suggest the public's attitudes about discrimination? Are there previous votes on this issue? If you have no research upon which to draw, you must start at the very beginning. If the issue is discrimination, you may want to test similar words (i.e., bigotry, prejudice, hate). You'll very likely find that some words are better for your cause than others. Uses of Polling Data The results are in from your benchmark poll. What do you do with the information? Perhaps the polling data has yielded information with which some members feel uncomfortable: you're 20 points behind and the public believes gay people are a danger to their children. Now is the time for your steering committee to redouble its commitment to running your campaign based on research and not upon comfort levels or "gut feelings." The polling data you've collected will always give you a picture of your friendly and your persuadable audiences. These data help you plan your campaign strategy and focus your resources. For example, if the data suggest your issue is particularly weak with women under 35 with children, your media consultant should craft advertising that speaks to that audience. You might run those ads during daytime television and then do tracking polls to see if your advertising is making a difference. If the data suggest you are faring poorly with older Republican males, make it a priority to get public endorsements from older Republican men, or decide that they will be a low priority for organizing. *Security and Confidentiality Your polling results are essential to the planning of your campaign. So too could they be essential in the planning of your opposition's campaign. It is important to keep your information confidential! You probably just spent $20,000 or more to get these data. Why make a $20,000 donation to the opposition's campaign by leaking the results? Your steering committee will be privy to the results of the poll. You need a clear agreement on confidentiality ahead of time. Most campaigns agree that under no circumstances may they release information from the poll to their friends and colleagues. It may be helpful to everybody to prepare one or two summarizing statements about the poll and its uses such as "This poll shows us that campaign is definitely winnable if we get our message to the voters" or "Our poll shows this race is too close for comfort and we will be putting forward an all-out effort to win." *Security of the polling data is also a critical issue. Many campaigns agree to have copies available for steering committee members and top staff to review, but no copies are allowed to be taken out of the campaign office. The physical security of your polling data is as critical an issue as the protection of your donor list. Some Words of Caution Polling data give you an in-depth picture of what a statistically significant sample of the voting public thinks about a key issue on the day they were interviewed. Things change. So do polling numbers. The side that is 30 points down in January can still win in