Ask the Campaign Doc CRAIG VAROGA
The Campaign Doctor Is In
Q: How much of the budget should be devoted to field operations? A: Famous last words, but: There is no hard-and set dollar figure or percentage for any function in a campaign. Each election is unique, as is each jurisdiction and each candidate’s “fit” in his or her district. For example, in a high turnout election a candidate should not focus on turnout but rather should zero in on persuadable and likely voters. Whereas in a election in which two candidates face each other with no one else on the ballot (i.e. municipal races perhaps), it’s all about turning out respective bases, because no other campaigns are going to help. Either way, the budget needs are very differentin these two divergent scenarios. As your first order of business, have your consul- tant or field director calculate the best estimate of turnout, identify those voters by name and area, and then determine the cost of contacting them about six times through a combination of door to-door canvassing, phones, and mail. You can then adjust your costs based on the other strategic needs of the campaign.
Q: Is it okay to allow alcohol inside the campaign headquarters, like beer with pizza at night? A: It’s not unprecedented, but on-site recreation is a bad idea that interferes with productivity and makes many volunteers uncomfortable. Never mind legal liability, the potential of underage drinkers, etc. To protect the candidate and cam- paign and encourage responsible behavior, con- sider a written, legally vetted employment policy in which inappropriate behavior, such as public intoxication or driving under the influence, is a firable offense, and have all employees sign this policy as a condition of employment.
Q: Is it better to be the first or last speaker in a debate? A: Either slot is good, but going first has a slight edge since that position allows you to frame the overall discussion and news coverage. The final slot allows you to summarize issues and fix mis- statements, the downside being that many voters and reporters will have tuned out by then.
Q: What should we do to make sure we shut down the campaign properly? A: Thank everyone – donors, staff, friends, family, other candidates on the ticket. Pay everyone – staff, consultants, vendors. Get exit memos from everyone. Compile all news coverage and admin- istrative materials. Update the web site for post- election purposes, or shut it down with a simple “thank you for your support” message. Inventory and organize all finance information for future campaign reports. Sell computers, phones, and other electronic equipment that will be outdated by the next election. Turn off utilities and close unnecessary accounts. Get refunds from deposits, including utilities and rent. Hire a cleaning crew to make the vacated office spotless. Then return the keys, get out of Dodge and chill out – the next fight, for better or worse, will be here before you know it.
Q: We know our opponent will attack us on a specific issue next year. Should we put together a response on that issue? Perhaps have our sup- porters preemptively attack on our behalf? A: Deal with this issue as part of a larger plan, rather than as an isolated piece of your campaign. If you know for sure who your opponent is, do a complete research book on him or her, do the same on yourself, identify comparable strengths and weaknesses, and then develop a two-phase strategy – first, earned media to build your nar- rative, and second, paid media to inoculate on vulnerabilities and score points on strengths.
Craig Varoga has run local, state, and presidential campaigns for 20 years and specializes in independent expenditures as a partner at Independent Strategies. Send questions using Facebook or email cvaroga@
independentstrategies.com.
December 2010 | Campaigns & Elections 75
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