www.strategic-social-marketing.org
Characteristics of
Effective
Behavioural Change
Programmes
Professor Jeff French
PhD, MBA, MSc, Dip HE, BA, Cert.Ed
Strategic Social Marketing Ltd
www.strategic-social-marketing.org
jeff.French@strategic-social –marketing.org
www.strategic-social-marketing.org
What we know about developing effective and
efficient intervention processes
Quality assuring social marketing planning
It is not possible to develop an exact formula that can be universally applied
for delivering population-focused behaviour programmes that will result in
success every time. However there is an emerging set of principles that can
aid us in the development and application of interventions (French et al, 2009;
Klassen, 2010; Suter, 2009). These features are summarised in the following
quality assurance list that can be used to test the utility and strength of social
marketing plans.
Social Marketing Quality Assurance Planning Checklist
a. Clear aims and measurable behavioural objectives should be
set out in the programme plan together with the target
audience(s) and segments that will be the focus of the
intervention should be explicit.
b. Programmes should set out how funding and other resources
will be applied and over what time period. A clear expected
return on investment case should be set out to justify the level of
planned investment.
c. The programme should be endorsed by policy makers,
commissioners and managers, deliverers of the programme.
The programme plan should set out the political, policy,
managerial and institutional commitment to the programme.
d. The programme team should capture what evidence about
effective practice from reviews and case studies, observational
data and target audience psychographic data is being used to
formulae insight and interventions.
e. The programme plan should set out a clear rationale for the
programme and why particular interventions have been
selected. The programme plan should also indicates the
theoretical perspectives and models that have been used to
inform planning that is congruent with the form, focus and
context of the intervention.
f. The programme plan should demonstrate that target group(s),
stakeholders and partners have been involved in needs
assessment, target setting, delivery and evaluation.
www.strategic-social-marketing.org
g. The programme plan should set out how prototype interventions
or pilots will be tested and used to develop full-scale
programmes.
h. The plan should sets out how the programme will be funded to
the level required to achieve impact and how it will be sustained
over the recommended time scale for delivery. Plans should
also set out key milestones, in developing and delivering the
programme. These milestones should cover process, impact
and outcome milestones.
i.
Programme plans should set out how coalitions, stakeholders,
partners and interest groups will be engaged over the lifetime of
the intervention. The plan should also sets out the mechanism
for coordinated action between international, national regional
and local delivery, and how decision making, governance and
coordination of the programme will operate.
j.
Key barriers and enabling factors and other risks should be
identified in the programme plan together with what actions will
be taken to address these factors.
k. Evaluation, performance management, learning and feedback
mechanisms are clear in the programme plan. Evaluation should
encompass short-term impact measures for tracking purposes,
process measures of efficiency and outcome evaluation related
to the specific objectives of the programme.
l.
All programme plans should be recorded and published, the
plan should be based on a proven planning template.
These characteristics can be used as a checklist to test the likely impact
of social marketing interventions and programmes, and as a checklist
when developing a social marketing plan.
www.strategic-social-marketing.org
Best practice behavioural Change Planning Checklist
1.
Is there a written social marketing plan and is it based on a recognised planning template
Yes
2.
Unsure
No
Unsure
No
Unsure
No
Unsure
Does the plan set out how coalitions with other stakeholders, partners and interest groups will
be developed and coordinated?
Yes
9.
No
Does the plan sets out how the programme will be funded to the level required to achieve
impact and how it will be sustained over the recommended time scale for delivery?
Yes
8.
Unsure
Does the plan sets out a clear rationale for the programme and why the particular interventions
have been selected?
Yes
7.
No
Does the plan sets out how prototype interventions or pilots will be tested and used to develop
full scale programmes?
Yes
6.
Unsure
Is there evidence that target group(s) are or will be involved in needs assessment, target
setting, delivery and evaluation?
Yes
5.
No
Are target audience(s) and segments are explicit in the plan?
Yes
4.
Unsure
Are clear aims and measurable behavioural objectives set out?
Yes
3.
No
No
Unsure
Does the plan set out the mechanisms for coordination, decision making, and governance?
Yes
No
Unsure
10. Does the plan have political, policy, managerial and institutional commitment?
Yes
No
Unsure
11. Are barriers and enabling factors and other risks identified in the plan together with what
actions will be taken to address these factors?
Yes
No
Unsure
12. Does the plan capture what evidence and data is being used to formulae interventions?
Yes
No
Unsure
13. Does the plan indicate what theoretical perspectives have been used to inform it?
Yes
No
Unsure
14. Does the plan set out how funding and other resources will be applied and clear expected
return on investment?
Yes
No
Unsure
15. Are key milestones for development delivery and evaluation set out?
Yes
No
Unsure
16. Are evaluation, performance management, learning and feedback mechanisms clearly set out?
Yes
No
Unsure
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Professor Jeff French
PhD, MBA, MSc, Dip HE, BA, Cert.Ed
Strategic Social Marketing Ltd
www.strategic-social-marketing.org
jeff.French@strategic-social –marketing.org