Bring the campaign plan into daily work.

From a plan to a working organisation

A strategy can be clear on paper and still stall in practice. Information arrives through different people, actions overlap and unresolved decisions accumulate. ECS is the field and delivery engine within the wider iPol Method.

The assignment can cover diagnosis, priorities, role design, work calendars, reporting and course correction. Research informs the plan; execution reviews reveal what needs to change.

What an agreed engagement can produce

• A constituency diagnosis with sources, questions and limitations.
• A responsibility map distinguishing consultancy staff, client staff and volunteers.
• A phased work plan with owners, dependencies and review points.
• A reporting format that separates activity from useful evidence.
• A resource and coordination plan matched to the actual assignment.

Scale the system to the constituency

Assembly and Parliamentary assignments differ in geography, organisation and coordination needs. There is no universal booth count or standard team size that fits every seat. The proposed scope should account for travel, existing teams, access, priorities and the time available.

A 52-week calendar can be a planning model, but it is not a mandatory engagement length. Founder involvement, staffing and review frequency must be confirmed in the written scope.

The client’s role in delivery

The client appoints decision-makers, provides authorised information and makes their own team available for agreed actions. iPol support should complement those responsibilities. It does not confer authority over public officials or substitute for a candidate’s personal public engagement.

Start with a Strategic Audit to establish the problem before selecting the scale of support.

Explore the working system

Questions about the work

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