Common goals cannot be achieved without organizing. Proposed here is a campaign "headquarters" and outposts or operating units in either the four geographical regions of the country or the 435 Congressional districts (Ralph Nader has proposed a "watchdog group" in each of those districts). 
The headquarters need not be in a physical office since on-line communication ought to be sufficient. The headquarters would consist of a stewardship/advisory council and several task forces. The number of council members should be large enough to have quorums on critical decisions and small enough to be manageable. The council members need to be prominent and influential citizens who are critical of the status quo, who may also have led reform initiatives of one kind or another, and, most importantly, have time to serve pro bono.
There must be scores of such people. The problem is identifying, contacting and persuading them to give pro-bono service. Several potential sources of volunteers are third party and independent candidates who win or lose the 2016 election; prominent investigative journalists, activists and bloggers; and editors of and contributors to the alternative media. I am deliberately omitting here as a source non-governmental organizations. I have tried futilely in the past to engage them in concerted actions. They are basically indebted to the corpocracy rather than being an effective adversary of it. 
The council would set up several specialized task forces to educate and mobilize the public into action; target political, economic and environment obstacles and solutions; and to monitor progress. At the outset an inventory needs to be made of all incidents of opposition against the corpocracy to learn what has failed and why and what has succeeded and can be expanded. 
A good strategy sets goals and their priorities and determines the way and means to reach those goals. The council would develop the strategic plan. For each goal there would be initiatives to meet it, the resources needed, and a list of criteria for knowing when the goal had been met. The reverse of the sadtistics or the characteristics of the shared vision could be turned into goals and their measureable criteria.
The goals need to be prioritized, putting the most doable and "small wins" first so as to provide encouragement, allow time for more resources (e.g., volunteers) to be added, and to keep the momentum going.
In developing the plan the current status of any initiative anywhere in the regions needs to be assessed. For example, a legislative victory in a state on an environmental issue needs to be known, factored into the plan and possibly modeled.
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