Affecting change for, with and on behalf of students
Ollie Kasper-Hope
Providing affordable and impactful capacity across HE | CEO at Alkhemy | Wellbeing, Advice & Student Engagement | Project Mgmt| Learning & Development | Embed into your team | Interim Support
Campaigning Models: A Comprehensive Look at Advocacy, Mobilising and Organising
This article is the first in a series of “Affecting Change” articles.
***Organisations Representing Students (ORS): A collective term we use for Students’ Unions, Associations and Guilds***
You should never pigeonhole yourself, but I consider myself, first and foremost; a campaigns and democracy expert. One thing that all experts should tell you is that you are never done learning, you have to have a growth mindset; be willing to challenge your assumptions and to learn new things; that can be both challenging and exciting. A few weeks ago I noticed that I’d not done much self-development in the “art and science of campaigning” in the last 18 months so I’ve thrown myself into a plethora of books and articles both new and familiar. These are some of the thought leaders whose work has contributed to the thinking in this article:
Sometimes when talking with potential partners, I’ll ask, “what is your current campaigning model?” Or “how does your organisation identify and act on the issues that matter to students?”. Many partners will go into the ins and outs of their democratic and governance structures, which they will usually tell me don’t really work too well. Issues with participation, interest, communication, capacity, reliance on over-stretched volunteers and many more are commonplace.
An alternative answer that some partners give is a version that essentially sees the sabbatical officers work on evolving their manifesto commitments into actionable objectives which then staff will support them to deliver throughout the year. Some may have a “campaigns pot”, which is a chunk of money that students, student groups and networks can “bid” into to fund campaigns that they care about. Some ORS with limited resources will be “vocal’ on some issues but will prioritise national issues that national bodies and think tanks highlight, or it could be the other way round - being “vocal’ on national issues and putting resources into a few local campaigns that the officers want to run. Some partners may also list a version of all these different ways of campaigning. It can get very confusing to know how to answer these questions definitively.
In order to affect change for, with and on behalf of students you need to know how, as organisation, you make that happen. Call it a campaigning model, a theory of change, activism blueprint, change/campaign framework - you need one that everyone in your organisation that works on creating change understands and can explain to people.
As the first article in this series, we are going to explore the three campaigning models that McAlevey identities in her work; Advocacy, Mobilising and Organising. (Hint, the perfect ORS campaigning approach will involve features from all three models)
1. Advocacy: The Expert's Tool
What is it??
Advocacy is a strategic process that seeks to influence decision-making at various levels. Rooted in expertise and specialised knowledge, it employs a top-down approach, targeting key decision-makers and institutions.
What does this mean for ORS?
Evidence-Based Approach
Rationale: Universities, at their core, are champions of research and/or academic rigour. Many value and respect evidence-based arguments, especially when they are grounded in solid research and empirical data.
Application for ORS: Being part of the academic ecosystem, ORS are uniquely positioned to leverage this. By grounding their campaigning in research, they can present compelling cases. For instance, if you’re advocating for better mental health provision, presenting data on student mental health trends can be a powerful tool. (But be sure to seek clinical oversight of that research from the experts and clinicians in your University community)
Collaboration with Academia and Experts
Rationale: The community within a university is a reservoir of expertise. From social scientists to health experts, these professionals can provide valuable insights and credibility to an SU's advocacy efforts. There are also a vast number of charities, think tanks and membership bodies that can be potential allies and provide expertise.
Application for ORS: SUs can actively seek partnerships with academic departments or individual researchers. Such collaborations can lead to joint research projects, seminars, or even publications that bolster campaigns. For example, partnering with a sociology department on a study about student housing can amplify a campaign for better accommodation facilities. You could also consider utilising research carried out by, or partnering with, a charity that specialises in student accommodation.
Challenges
Resonance with the Broader Student Body: While advocacy techniques can lead to significant changes, its top-down nature might create a disconnect. The expert-driven approach that sabbatical officers may take, while effective in boardrooms and committee meetings, might not always resonate with the average student. We often hear from ORS that there is a need to “close the feedback loop”, with advocacy techniques sometimes there’s no loop to close at all. This is because students are not invested in the change because many have had no part in it. This can be frustrating when you deliver a big win but hardly any students outside of your bubble actually know and experience that change.
Overcoming the Challenge: It's crucial for ORS to bridge this gap. While they should be expert-driven, advocacy has a role to play and is inherent in our representational democratic structures, we must also ensure that campaigns are engaging the student body. This could be where mobilising and organising comes in.
Advocacy, as a model, offers a structured and targeted approach to campaigning. For ORS, it presents an opportunity to leverage the academic strengths of their respective universities and to collaborate with experts. However, the real challenge lies in balancing the expert-driven nature of advocacy with the diverse and dynamic needs of the student body. As ORS advocate, they must ensure that their efforts, while rooted in expertise, remain inclusive, transparent, and aligned with the aspirations of the students they represent.
2. Mobilising: Mass Movement for Immediate Action
What is it??
Mobilising is the act of rallying vast numbers of individuals around a specific cause or action. It's often event-driven, aiming for immediate impact and targeting short-term goals and wins. Interestingly, it’s often the best mobilisers that will be elected as officers.
What does this mean for ORS?
Digital Engagement:
Rationale: The digital age, marked by the ubiquity of social media, has revolutionised the way movements mobilise. If used correctly social media can allow for rapid dissemination of information and calls-to-action.?
Application for ORS: Staff and officers can harness these platforms to their advantage. A well-timed Tik-Tok, a compelling Instagram story, or a Facebook event can galvanise students in a matter of hours. For instance, if there's a sudden policy change that affects students, ORS can use social media to inform, rally opposition, or even organise protests.?
Event-Centric Campaigns:
Rationale: Mobilising is often event-driven. It's about rallying people for a specific event or cause, be it a protest, a march, or an officers’ signature campaign.?
Application for ORS: SUs can use mobilising tactics for specific events that resonate with the student body. For example, if there's a proposal to hike the cost of food on campus, ORS can organise a campus-wide protest. Similarly, if there's a “mental health week”, officers and staff can mobilise students for various events, ensuring maximum participation.
Challenges:
Short-lived Impact: The very nature of mobilising, being event-centric, means that once the event is over, the momentum might wane. While it can generate immediate attention and results, sustaining that impact can be challenging.
Overcoming the Challenge: For mobilising to have a lasting impact, SUs need to think beyond the event. While the immediate goal might be achieved, it's essential to channel the momentum into more sustained efforts. For instance, after a successful protest against food price hikes, officers should initiate dialogue sessions with the Director of Campus Services, ensuring that the issue remains on the agenda.
Mobilising, with its emphasis on immediate action, offers ORS a potent tool to address pressing issues. However, the real challenge lies in ensuring that the immediate successes translate into long-term gains. ORS while harnessing the power of mobilising, must also strategise for the future, ensuring that the energy and momentum of a mobilisation drive are not lost in the aftermath.
3. Organising: Grassroots Power for Sustainable Change
Anyone that knows me or reads this newsletter will have heard me talk about “Organising”.... a lot!
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What is it?
Organising is about fostering deep-rooted change by building power at the grassroots level. It's not just about immediate actions but about empowering individuals to take charge of issues that affect them, ensuring sustainable change. It focuses on relationships, community and listening.
What does this mean for ORS?
Student Leadership Programmes
Rationale: For organising to be effective, it requires leaders who can galvanise, inspire, and lead. These leaders emerge from the grassroots and understand the nuances of their communities.
Application for ORS: I’ve seen ORS running activism development sessions for students as part of Welcome Week; this, to me, is awesome.? Officers and staff can develop leadership development programmes, where students are trained in the art of organising, negotiation, and advocacy. Such programmes can be tailored to address specific campus issues, ensuring that student leaders are equipped to listen first and handle real-world challenges. Over time, these leaders become the torchbearers of change, ensuring that student voices are always at the forefront.
Community Building
Rationale: At the heart of organising lies the community. It's about building deep, meaningful relationships, where trust, mutual respect, and collaboration are central.
Application for ORS: ORS are all about "community" and play a pivotal role in fostering these community ties. Initiatives should be ran that ensure students feel a sense of belonging. Providing spaces where grievances are aired, solutions are brainstormed, and collective action is planned.
Challenges:
The Long Game: Organising, by its very nature, is not about quick wins. It's a long-term strategy, requiring patience and persistence. Immediate results might be elusive, but the long-term impact can be transformative. This can be quite a challenge when student leaders change every year, but organising is one of the most effective and impactful ways to achieve the kind of engagement that ORS strategies say they want to see.
Resource Intensive: Building and nurturing community ties require resources, both in terms of time and money. ORS need to be prepared to make investment, in both staff and student expertise.
Overcoming the Challenges: For organising to be effective, SUs need to be clear about their vision. While the path might be long and winding, having a clear goal can keep the momentum going. Regular check-ins, celebrating small wins, and ensuring transparency can keep the community engaged and invested.
Organising offers a path to deep-rooted, sustainable change. While the challenges are real, the rewards, in terms of empowered communities and lasting impact, are immense. For ORS, the key lies in striking a balance between immediate actions and long-term community building. By empowering students, fostering community ties, and staying committed to the cause, SUs can truly harness the power of organising.
4. A Way Forward for ORS: Crafting a Holistic Strategy
The Need for a Blended Approach
While each of the three models – advocacy, mobilising, and organising – offers distinct advantages, relying solely on one can lead to missed opportunities. The dynamic and diverse nature of student communities necessitates a more holistic approach, one that combines the strengths of all three models.
Blending the Models: A Potential Strategy
Advocacy-Driven Research and Policy Influence
Rationale: Universities value evidence-based arguments. By grounding campaigns in solid research, SUs can effectively influence university policies.
Action: Collaborate with academic departments to conduct research on pressing student issues. Use this data to advocate for policy changes at the university level.
Mobilising for Immediate Action
Rationale: Certain issues require immediate attention and mass student participation.
Action: Use digital platforms to rapidly mobilise students for specific events or causes. For instance, if there's a sudden policy change affecting student welfare, mobilise students for a peaceful demonstration or online petition.
Organising for Long-Term Community Building
Rationale: Sustainable change requires deep community engagement.
Action: Invest in student leadership programmes and create spaces for dialogue and collaboration. Encourage students to take ownership of issues and champion them at grassroots levels.
Addressing the Engagement Challenge
By blending these models, ORS can address the challenge of political engagement on our campuses from multiple angles. For instance:
The way forward for ORS lies in adaptability and innovation. By understanding the nuances of each model and tailoring them to their unique contexts, ORS can craft a strategy that not only addresses immediate concerns but also lays the foundation for a future where the student community is vibrant, engaged, and empowered. This blended approach promises a revitalised SU ecosystem, one where every student feels a sense of belonging and agency.
A Cheeky Ollie Bonus…
Click below for a Diagnostic Tool, which will help you identify the strength and dominance of the three campaigning models in your organisation.
An important point…
It's important to note that while the Advocacy, Mobilising, and Organising models are distinct in their core principles, there is a significant amount of crossover between them in practice. No model operates in isolation, and the most effective campaigns often blend elements from multiple models to achieve their goals.
Furthermore, these are just three of the many "models for change" available. Other models that ORS might consider include the "Collaborative Model," which emphasises partnerships and joint ventures, the "Educative Model," focusing on raising consciousness and knowledge dissemination, the "Innovative Model," which seeks to introduce new ideas and practices into the system, and the "Movement Building Model," which prioritises creating sustained and large-scale social movements by connecting diverse groups around shared values and objectives.
We may delve deeper into these alternative models and their applicability to ORS in subsequent articles in this series.?
Feel free to contact me to see how Alkhemy can work with you to add capacity to your team, [email protected].