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| Preface | |
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| Prologue: Student Government | |
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| The District of Columbia and Neighborhood Democracy | |
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| Town vs. Gown | |
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| Campaign Georgetown | |
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| A Permanent Campaign | |
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| Introduction: In the Arena | |
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| What's Your Problem? Defining the Challenge That Active Citizenship Can Solve | |
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| Case in Point: A Road through the Mountains | |
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| How to Define the Problem | |
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| Look with a Telescope, Not a Microscope | |
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| Focus the Telescope if Necessary | |
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| Define the Problem in Political Terms | |
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| Define the Problem in Public Terms | |
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| Repeat, Repeat, Repeat the Problem | |
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| Checklist for Action | |
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| Exercise | |
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| Just the Facts, Ma'am: Gathering Information to Sway Policymakers | |
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| Case in Point: Stormy Weather | |
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| The Information-Gathering Process | |
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| Why Conduct Research? | |
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| Enhance Credibility | |
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| Avoid Redundancy | |
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| Locate Precedent | |
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| Achieve Collateral Benefits | |
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| Effective Research: A Step-by-Step Guide | |
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| Above All, Stay Credible | |
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| Utilize Every Source Possible, but Stay on Target | |
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| Harness the Power of Real People | |
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| Final Thoughts | |
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| Checklist for Action | |
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| Exercise | |
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| The Buck Stops Where? Identifying Who in Government Can Fix Your Problem | |
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| Case in Point: Putting the "Be" in South Beach | |
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| You Know the Problem-Who Has the Solution? | |
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| Aiming at the Right Target | |
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| Determine Which Level of Government Is Involved | |
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| Pinpoint Your Specific Targets within the Proper Level of Government | |
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| Checklist for Action | |
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| Exercises | |
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| Testing the Waters: Gauging and Building Public Support for Your Cause | |
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| Case in Point: Reversal of Fortune in Steamboat Springs | |
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| Why Does Public Opinion Matter? | |
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| Determine the Level of Support | |
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| Identify the Arguments Most Likely to Resonate with the Public | |
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| "Micro-Target" Specific Groups of Persuadable Officials or Citizens | |
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| Get the Most Bang for Your Campaign Buck | |
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| How Do I Determine What Public Opinion Is? | |
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| Polling | |
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| Other Methods of Measuring Public Opinion | |
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| Conclusion: Putting Public Opinion Data to Good Use | |
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| Checklist for Action | |
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| Exercises | |
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| Winning Friends and Influencing People: How to Persuade the Decision Maker | |
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| Case in Point: Getting MADD at Drunk Drivers | |
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| Influencing and Persuading the Decision Maker | |
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| Define the Relationship with the Decision Maker before You Create It | |
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| Follow the Chain of Command | |
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| Respect Professional Staff | |
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| Know the Decision Maker before You Begin to Lobby | |
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| Understand Internal Politics and Dynamics | |
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| Do Your Homework-Always Be Credible | |
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| Maximize Your Face-to-Face Opportunities with the Decision Maker | |
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| Don't Assume that the Final Decision Maker Is the Right Target | |
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| Don't Let the Perfect Be the Enemy of the Good | |
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| Checklist for Action | |
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| Exercises | |
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| Timing Is Everything: Using the Calendar to Achieve Your Goals | |
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| Case in Point: A Lesson from the U.S. Senate | |
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| Manage the Clock | |
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| Be Aware of Fixed Deadlines-and Start Long in Advance | |
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| Study the Budget | |
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| Think in Terms of "Best Time" to Achieve Your Goal | |
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| Take Advantage of Trends, Cycles, and Deadlines | |
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| Checklist for Action | |
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| Exercises | |
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| All for One, and One for All: Coalitions for Citizen Success | |
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| Case in Point: The Orange Hats of Fairlawn | |
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| The Fairlawn Coalition: Getting Started | |
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| From Marching to Patrolling | |
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| Bringing the Police into the Process | |
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| On Patrol | |
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| Police Patrols and Citizen Patrols | |
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| Staying Together | |
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| Building Your Own Coalition: A Step-by-Step Guide to Forging an Effective Alliance | |
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| Define the Problem Specifically and Attract the Widest Possible Coalition | |
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| What Comes First-the Coalition or the Solution? | |
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| Know Your Friends and Your Enemies | |
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| Have a Simple, Direct Message-and Repeat, Repeat, Repeat | |
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| Pick a Strong Champion to Celebrate Your Cause | |
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| Be Vigilant in Keeping the Coalition Together | |
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| Checklist for Action | |
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| Exercises | |
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| All Your News Is Fit to Print: Engaging the Media | |
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| Case in Point: Max Rameau's Mission | |
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| Getting to Know the Media | |
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| Newspapers | |
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| Television | |
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| Radio | |
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| Multicultural Media | |
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| The Internet and Blogs | |
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| Persuading the Press: Designing and Implementing Your Media Plan | |
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| Know Your Goals, Message, and Media Audience | |
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| Do Your Homework | |
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| Walk a Mile in the Media's Shoes | |
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| Make Contact | |
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| Take Multiple Bites at the Apple | |
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| Stay Credible at All Costs | |
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| Distribute Your Own Message | |
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| Checklist for Action | |
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| Exercises | |
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| The Price of Progress: Finding the Resources to Support Your Initiative | |
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| Case in Point: Nothing But Nets | |
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| The Most Popular Labor-Saving Device | |
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| Paying for Your Initiative: A User's Guide to Successful Financing | |
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| Determine How Much Money You Will Need to Meet Your Goals | |
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| Know the Law-or Enlist the Help of Someone Who Does | |
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| Establish a Campaign Finance Infrastructure | |
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| Ask, Ask, and Ask Again | |
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| The Special Case of the Internet | |
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| Checklist for Action | |
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| Exercises | |
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| You've Won! You've Lost: Preserving Victory and Learning from Defeat | |
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| Case in Point: A Victory Born in East L.A. | |
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| If You Have Won: Capitalizing on Victories | |
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| Look over Your Shoulder | |
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| Close the Doors Correctly | |
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| Say Thank You | |
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| Chronicle the Campaign | |
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| Turn Opponents into Friends | |
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| Think about Next Month and Next Year | |
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| If You Have Lost: Recovering from Defeat | |
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| Apply the Same Techniques as the Winners-but Sometimes in Reverse | |
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| Diagnose the Problem and Fix It | |
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| If at First You Don't Succeed, Try, Try Again | |
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| Checklist for Action | |
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| Exercises | |
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| Index | |