The OPEN Network

Full Member Organisations

In 2013 the original five member organisations gathered together for the first time. Recognizing the enormous potential for further collaboration, they came together to launch the OPEN Network.

The membership of these five founding organisations combined is equivalent to one out of every 15 voters in their country’s federal elections.

Leadnow was founded in 2011 and has over half a million members across Canada.

MoveOn was founded in 1998 and has millions of members across the United States.

38 Degrees

38 Degrees was founded in 2009 and has millions of members in the UK.

Campact was founded in 2003 and has over 1.8 million members.


GetUp! was founded in 2006 and has a membership of over 1 million.


ActionStation was founded in 2014 and has over 100,000 members.

Uplift was founded in 2015 and has over 100,000 members.


Skiftet launched in the Fall of 2014.

Startup Organisations

OPEN’s new class of startup organisations are leaping forward at a record pace. They are leveraging small staffs and budgets to mobilize tens to hundreds of thousands of supporters, with most already scoring national wins mere months after launch. Meet a few of the startups making change around the globe.

(Note: the OPEN network is growing rapidly and now includes some groups facing political repression. Therefore, this site does not reflect all current member organisations.)

Akcja Demokracja

Akcja Demokracja was founded in 2015 and has over 100,000 members.

De Clic launched in 2015 and has over 100,000 members.

Amandla launched in 2013.


Aufstehn launched in late 2015.


Progressi launched in late 2015.


Zazim launched in late 2015.


Campax joined the OPEN network in 2017.

Shared Strategic DNA

Each OPEN organisation is completely autonomous and adapts methodology to match the unique context. However, all OPEN groups share eight common ways of working: a common DNA that allows them to work as a coherent and productive network.


OPEN members move society towards greater economic and social equality, environmental sustainability, peaceful coexistence, and democratic freedom. OPEN groups do not demand adherence from all members on all points. They weave a values-coherent community through many different topical campaign opportunities, allowing campaigns to cross-pollinate organically.


OPEN pursues an outside power theory of change, which primarily relies on the collective force of large-scale citizen participation to move public and private sector decision-makers towards just outcomes. This is distinguished from an inside access theory of change, which relies on a special set of inside actors to win change through elite channels. Both theories have their place, but the network chooses to prioritize the former because it is more durable over time, and it more closely matches OPEN’s values regarding power distribution in a democracy.


OPEN organisations’ agendas are set by the members themselves. Organisations achieve this through rigorous testing, response benchmarks, polling, voting, and anecdotal inputs. Member participation and the cultivation of a strong member experience generate the level of affinity and participation necessary. Many groups also equip members to start and run their own campaigns, and then assign organisation resources to promote those campaigns.


People and nations, unlike most organisations, focus on and care about many different issues based on their set of values. While people choose some issues as the most important, the daily news presents them with a range of topics that will inflame their support or ire. The energy produced in response is what OPEN organisations engage in order to grow and to create change wherever change is most urgent and possible. OPEN organisations bring a surge of power to single-issue campaigns when it matters most.


When news stories, upcoming legislative decisions, or other events make action urgent, OPEN groups give their members a means to take immediate action. Groups must be decisive and act quickly. OPEN’s member organisations therefore operate in a low-bureaucracy, high-empowerment management model.


Full-spectrum campaigning allows members to put all of their assets to work for the social and political change they believe in. These include opinions, talents, social networks, specific knowledge, votes, and material resources, including money. OPEN organisations use digital means such as email, web platforms, social media, and SMS to present information and engagement opportunities. However, their tactics frequently draw people into offline action.


OPEN groups remain fiercely independent from any political party. Praise or criticism, support or opposition, are granted purely on the basis of issue performance. This independence also means that OPEN organisations must ultimately be financially beholden only to the members themselves through small individual contributions. All five founding OPEN organisations achieved this mark within 3.5 years of launch.


OPEN organisations communicate and organise digitally because digital technology allows for accessible, scalable, and rapid engagement. They prioritize investing in the best possible platforms and innovation. At the same time, each new tool is evaluated from the perspective of strategic utility and accessibility to individual members, who are generally not early adopters.

What They’re Doing Now