lpetrich
Contributor
Obama’s Lost Army | The New Republic - 2017 Feb 9 - "He built a grassroots machine of two million supporters eager to fight for change. Then he let it die. This is the untold story of Obama’s biggest mistake—and how it paved the way for Trump."
Christopher Edley, Jr. tried to think of something big that Barack Obama might achieve.
But when one of Obama's top staffers saw it, he objected. He didn't like something outside the party.
Then the election.
Christopher Edley, Jr. tried to think of something big that Barack Obama might achieve.
Initially, it was to be some new "home place" for Obama supporters. It would be closely associated with Obama but independent of the Democratic Party and Obama's re-election campaign. It would also support Obama's legislative agenda and help shape it.What if Barack Obama could become not only the first black man elected president, but the first president in history to organize an enduring grassroots movement that could last beyond his years in office?
By that point in the race, there was every reason to think that Obama could build a lasting grassroots operation. His political machine had already amassed more than 800,000 registered users on My.BarackObama, its innovative social networking platform. “MyBO,” as it was known, gave supporters the ability—unthinkable in a traditional, top-down political campaign—to organize their own local groups, campaign events, and fund-raising efforts. Its potential for large-scale organizing after the election was vast—and completely without precedent in American politics. By Election Day, Obama’s campaign would have 13 million email addresses, three million donors, and two million active members of MyBO, including 70,000 people with their own fund-raising pages. This wasn’t just some passive list of campaign supporters, Edley realized—it was an army of foot soldiers, seasoned at rallying support for Obama’s vision of change.
“As the primary season wound down, it struck me that the campaign’s broad-based engagement via the internet could evolve into a powerful tool to shape progressive politics at the national, state, and local levels,” Edley recalls. “One goal would be to support an Obama presidency. But the agenda would be far broader.”
But when one of Obama's top staffers saw it, he objected. He didn't like something outside the party.
So it was a problem of getting high-level supporters.There was plenty in Movement 2.0 to inspire heartburn in that crowd. In Silicon Valley terms, Obama 2008 had “disrupted” presidential campaigns, demonstrating how an underdog candidate could defeat a more experienced opponent by changing the terms of the game and empowering millions of people in the process. Now, it seemed, the Obamaites and their tech wizards wanted to disrupt the Democratic Party, diverting money and control from the DNC into an untried platform, while inviting “input,” and possibly even organized dissent, from Obama’s base. Earlier that summer, activists unhappy with Obama’s flip-flop on warrantless surveillance had used MyBO to build a group of more than 20,000 vocal supporters, earning national press and compelling a response from the candidate. What if Obama’s base didn’t like the health care reform he came up with, and rallied independently around a single-payer plan? Besides, grassroots movements, no matter how successful, don’t reliably yield what political consultants want most: money and victories for their candidates, with plenty of spoils for themselves. For insiders like Tewes, Movement 2.0 was a step too far.
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Looking back, Edley says now, Podesta made a tactical error by sharing the plan with party regulars like Tewes and Hildebrand before it had garnered more high-level support in the campaign.
Then the election.
Obama wanted them to continue in some way over his presidency.On November 5, the day after Obama’s victory, his headquarters in Chicago was deluged with phone calls and emails from supporters asking for guidance on how to keep going. Exactly as Edley had feared, no answers were forthcoming—not even about whether the tens of thousands of volunteers who had built personal fund-raising groups on MyBO would be able to continue them. “We’re all fired up now, and twiddling our thumbs!” wrote one frustrated volunteer from Pennsylvania. “ALL the leader volunteers are getting bombarded by calls from volunteers essentially asking: Nowwhatnowwhatnowwhat?”
They got renamed "Organizing for America", and they were put under the command of the Democratic National Committee.Obama’s army was eager to be put to work. Of the 550,000 people who responded to the survey, 86 percent said they wanted to help Obama pass legislation through grassroots support; 68 percent wanted to help elect state and local candidates who shared his vision. Most impressive of all, more than 50,000 said they personally wanted to run for elected office.
But they never got that chance.
Much of Obama's army went AWOL. OFA was only able to get 300,000 calls to Congress about Obamacare, and the Obamaites had to rebuild a campaign organization for Obama's 2012 re-election run.Obama unveiled OFA a week before his inauguration. “Volunteers, grassroots leaders, and ordinary citizens will continue to drive the organization,” he promised. But that’s not what happened. Shunted into the DNC, MyBO’s tools for self-organizing were dismantled within a year. Instead of calling on supporters to launch a voter registration drive or build a network of small donors or back state and local candidates, OFA deployed the campaign’s vast email list to hawk coffee mugs and generate thank-you notes to Democratic members of Congress who backed Obama’s initiatives.