"[This is] a practical tool to guide CRS’ Social and Behavior Change (SBC) work across all program sectors. It provides: an understanding of basic principles of human behavior and social change; definitions of key terms and concepts; explanation of the essential steps in the social and behavior ch
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ange process; description of key, evidence-based, effective SBC processes; checklists and templates to guide teams through planning and implementation of SBC steps and practices; a curated list of resources for staff to consult for more detailed guidance on specific topics." (Page 1)
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"Strategic Communication deals with the principles behind strategic communication planning. It covers the professional practice steps involved in researching, planning, writing, evaluating and implementing a communication strategy. This book links strategic communication campaign planning to medium
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and long-term business activity and to how organisations deal with issues. This thoroughly revised third edition includes: New international cases and professional exercises that will enable students to work through the cases and apply theory to real-life situations; New discussion questions on important aspects of campaign planning; exercises that encourage students to think more broadly about communication strategy and work through the particular aspects of a strategy; In Theory panels that highlight key theories and demonstrate important links between theory and practice Accessible and comprehensive, this is an essential text for students of professional communication and professionals transitioning into the field of Strategic Communication"--
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"Social and behavior change (SBC) is a key component of effective multi-sectoral nutrition activities. High-quality evaluations of SBC components are essential to identifying what went well, what could have been done differently, and how to improve future program design. The tools included here acco
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mpany Evaluating Social and Behavior Change Components of Nutrition Activities: A Design Guide for USAID Staff and Measuring Social and Behavior Change in Nutrition Programs: A Guide for Evaluators. They provide additional support on topics such as how to develop an evaluation statement of work (SOW) and how to determine the most appropriate respondent(s) for a given activity. The table below provides an overview of each tool." (Introduction, page 1)
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"The idea of telling stories for change or social impact through film is not new. Yet drafting and implementation of a film impact campaign has evolved over the last few years to include a network of impact practitioners sharing ideas and knowledge. Strategies, guidelines and models have emerged tha
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t can make it easier for a film team to activate the film to achieve outcomes that relate to the social issues portrayed in the film. The STEPS Impact Toolkit offers a practical guide to social impact through film, from research through to implementation. You will find guidelines, practical worksheets, handy tips and case studies to guide you as you develop your own impact strategy. The impact environment is one of co-learning and knowledge sharing and we will refer you to other useful resources along the way." (Introduction)
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"This document serves as a guide for how to develop a Social and Behaviour Change (SBC) Strategy or Plan for a single-country or multi-country SBC programme. Developing an SBC Strategy hinges upon understanding the unique circumstances and world views of the individuals the strategy seeks to serve.
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These insights will help you design customised solutions for local challenges. By understanding the barriers to certain behaviours, services or a system from the perspective of community members, you will be able to develop more sensitive, evidence-based and human-centred solutions that respond to people’s needs." (Objective, page 1)
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"Your goals should always follow the SMART heuristic: Specific, Measurable, Actionable, Realistic, Time-Bound. From that list you can see how “fixing everything that’s wrong in the world,” though noble, isn’t a SMART goal. Instead you’ll want something far more manageable, like stopping a
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single bill from passing in a specific vote or enacting a new policy by a specific date. SMART goals are incredibly important when planning grassroots advocacy campaigns. Because the main actors in grassroots advocacy campaigns are regular people instead of nonprofit or advocacy professionals, they need specific guidance, reinforcement, and measurable benchmarks to stay on track. Without breaking down your goals into attainable steps and tackling them one at a time, your grassroots supporters will get discouraged by the lack of visible progress." (Page 5)
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"Taking a public relations campaign from planning through to implementation can seem overwhelming. Planning and Managing Public Relations Campaigns provides a blueprint for success, and is widely regarded as one of the best 'how-to' guides for students and practitioners. Digestible and easy to read,
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this fifth edition presents a 12-point plan for ensuring success of campaigns of all sizes, covering vital areas including the role of public relations in organizations, the importance of context, research and analysis, setting objectives, strategy and tactics, timescales and resources, evaluation and review. With discussion of new developments in the industry, from the gig economy and online influencers, to disruptive models, this fully updated new edition addresses the need for agile planning and draws on fresh case studies to provide up-to-date examples of best practice." (Publisher description)
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"IOM seeks to provide practical guidance on designing, delivering and evaluating effective communication campaigns relating to migration. The guidance covers different approaches, themes, programme areas and methods to improve relevance, audience participation and results. The aim is to identify and
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navigate the main elements and pitfalls for carrying out a communication campaign within the scope of the Organization’s work. This resource is designed to support IOM staff and migration professionals by providing tools and templates for producing effective and responsive campaigns in unique and challenging migration contexts. The guidance given in this publication is divided into five chapters. Chapter 1 presents a definition of communication campaigns specific to the migration sector, and the background and purpose of these guidelines. Chapter 2 focuses on guiding principles, ethics and related areas, including obtaining informed consent. Chapter 3 addresses campaign design and planning, including analysing the context, defining campaign goals, framing the problem, identifying audiences, setting objectives, designing messaging and assessing the information landscape. Chapter 4 looks at campaign implementation, and also gives examples of some creative IOM communication campaigns. Chapter 5 provides an overview of different approaches to monitoring and evaluation (M&E), demonstrating the tools and methods, including carrying out an impact evaluation." (Introduction)
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"During 2019, together with key Lithuanian partners KOPŽI and Missing Persons Families Support Centre, we developed and implemented a prevention campaign to raise awareness of the labour exploitation of Lithuanian people in the UK or those considering travelling to the UK to find work. The campaign
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was comprised of videos published on social media, paid for by our partner Facebook, telling the story of a young man named Karolis who was offered a job in the UK that was too good to be true. It touches on the ways he was exploited, and his subsequent escape from his traffickers with the support of an NGO. The video signposted to relevant partners and a STOP THE TRAFFIK webpage with further information regarding labour rights in the UK. The overarching aim of the campaign was for people to watch the video and take positive action as a result. Alongside the campaign, specialist insight agency Humankind Research conducted a research and evaluation project aimed at informing the campaign content and evaluating its outcomes and impact." (Page 4)
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"The Theories of Change for both Citizens’ Voice [a programme focusing on social cohesion and inclusive governance] and the SRHR programme (which includes Love Matters [delivering information and media on love, sex and relationships to 18-30-year-olds]) contain a key assumption that through provid
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ing reliable information on our digital platforms, young people gain new knowledge and understanding on topics that matter to them. For Citizens’ Voice, the assumption is that by accessing pluralistic information and engaging in dialogue with people with other backgrounds and perspectives, young people are aware of different viewpoints, accept and respect diversity, challenge restrictive norms and participate in society. For Love Matters, it relates to providing evidence-based and pleasure-positive SRHR information that helps people to make informed decisions in their personal lives. To investigate whether this assumption holds true for both programmes, a dedicated survey question was included in the surveys of platform users conducted as part of the Next Generation Mid-Term Review (MTR) evaluation conducted by external researchers in 2019. This open question asked users whether they could give an example of a change they had experienced through engaging with the platform. The answers and examples given by users have been analysed by the PMEL team to answer the main research question: To what extent do returning users experience a change in knowledge, attitude or behaviour as a result of engaging with the platform?" (Introduction)
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"This report brings together disparate terminology, findings and recommendations from the private and public sectors and academia to synthesise a set of five general steps for practitioners when performing impact assessments. Impact assessment (IA) compares a variable of interest after an interventi
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on (e.g. a communication campaign) to what it would it be if that intervention had never happened. Accompanying each of the five steps are examples of how migration communicators can assess the impact of campaigns to, first, change attitudes and, second, change behaviour.
Step 1: Set objectives for the intervention that define what the desired effect is. Ideally, this should (1) meet the SMART criteria of specific, measurable, attainable, relevant and timebound; (2) focus on ultimate outcomes, rather than only outputs; (3) avoid a number of common mistakes in setting objectives and (4) carefully consider what the—as specific as possible— target audience is.
Step 2: Identify a measure of the impact(s) that the intervention has as its objective. These should be (1) clearly defined and unambiguous; (2) externally valid (they act reliably if used for other interventions) and (3) internally valid (they measure what they claim to measure). There already exist long-lists of measures (also known as indicators) to choose from.
Step 3: Estimate what would have happened had there been no intervention, known as a ‘counterfactual’. Ideally, but not necessarily, this requires performing a pre-intervention measurement, also known as baseline assessment. However, this is not always possible. This should not dissuade practitioners but instead assumptions of any IA, as discussed below, should be made openly. A long list of methods for measurement, including sampling considerations, are provided.
Step 4: Perform the intervention. This may involve separating a randomised sample into a treatment group(s)—that receives the intervention(s)—and a control group—that does not. If this is not feasible, other forms of counterfactual are possible that ‘construct’ a control group. This section also overviews: (1) types of communication campaigns; (2) the MINDSPACE checklist of behavioural influences for interventions; (3) key recommendations on persuasive interventions from ICMPD’s previous work; (4) recommendations on campaigns deterring irregular migration.
Step 5: Post-intervention measurement and analysis: (1) those receiving the intervention should be measured post-intervention (ideally, as well as, either a genuine or constructed control group); (2) the impact must be calculated: usually the difference in the variable of interest pre- and post-intervention and/or between the treatment and control group; (3) theoretical consideration of why and what aspect of the campaign caused an impact; are the findings likely to be universalizable?; (4) creation (and, in some cases, incorporation) of recommendations based on combination of impact and theoretical considerations." (Executive summary)
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"To conduct digital advocacy effectively, one needs to have a clear plan in mind, a good understanding of the target audience, and a clear picture of the intended results. Explore our digital advocacy toolkit for effective and efficient digital advocacy campaigns." (https://pollicy.org)
"Ce rapport réunit une terminologie hétérogène, des conclusions et des recommandations émanant des secteurs privé et public et du monde universitaire pour définir un ensemble de cinq étapes générales à suivre par les professionnels lors de la réalisation d’une EI. L’EI compare une va
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riable étudiée après une action (par ex. une campagne de communication) à ce qu’elle serait si cette action n’avait jamais eu lieu. Accompagnant chacune des cinq étapes, nous présenterons des exemples de la façon dont les communicants en migration peuvent évaluer l’impact des campagnes pour, d’abord, modifier les attitudes et, ensuite, changer les comportements.
Étape 1 : Fixer des objectifs pour l’action qui définissent l’effet souhaité. Dans l’idéal, ils devraient (1) correspondre aux critères SMART : spécifique, mesurable, atteignable, pertinent et temporellement défini; (2) se concentrer sur les résultats finaux, plutôt qu’uniquement sur les produits; (3) éviter certaines erreurs courantes dans la définition des objectifs et (4) déterminer de façon aussi spécifique que possible l’identité du public cible.
Étape 2 : Identifier une mesure de l’impact ou des impacts de l’objectif de l’action. Ces impacts devraient être (1) clairement définis et non ambigus; (2) valides d’un point de vue externe (ils restent fiables s’ils sont utilisés pour d’autres actions) et (3) valides d’un point de vue interne (ils mesurent ce qu’ils prétendent mesurer). Il existe déjà de longues listes de mesures (également connues sous le nom d’indicateurs) parmi lesquelles il est possible de choisir.
Étape 3 : Estimer ce qui se serait passé si l’action n’avait pas eu lieu, ou situation « contrefactuelle ». Idéalement, mais pas nécessairement, cela implique la réalisation de mesures en amont de l’action, également connues sous le nom d’évaluation de base. Néanmoins, ce n’est pas toujours possible. Cela ne devrait pas dissuader les professionnels, en revanche, les hypothèses relatives aux EI devraient faire l’objet d’une discussion ouverte, comme évoqué ci-dessous. Une longue liste de méthodes de mesure, y compris des considérations liées à l’échantillonnage, sont fournies.
• Étape 4 : Réaliser l’action. Cela peut impliquer de séparer un échantillon aléatoire en un ou plusieurs groupes traités, qui font l’objet de l’action/des actions, et un groupe témoin, qui n’en fait pas l’objet. Si cela n’est pas faisable, d’autres formes de situations contrefactuelles sont possibles pour « construire » un groupe témoin. Cette section aborde également : (1) les types de campagnes de communication; (2) la check-list MINDSPACE d’influences comportementales pour les actions; (3) les recommandations clés portant sur les actions persuasives issues des travaux précédents de l’ICMPD; (4) les recommandations relatives aux campagnes de dissuasion de la migration irrégulière.
• Étape 5 : Mesures et analyses en aval de l’action : (1) ceux qui ont bénéficié de l’action doivent faire l’objet de mesures en aval de l’action (idéalement dans le cadre un groupe témoin authentique ou construit); (2) l’impact doit être calculé : généralement la différence entre la variable étudiée en amont et en aval de l’action et/ou entre le groupe traité et témoin; (3) réflexion théorique sur les raisons et les aspects précis de la campagne qui ont causé un impact; les conclusions sont-elles transposables ?; (4) création (et, dans certains cas, incorporation) de recommandations basées sur la combinaison de l’impact et des réflexions théoriques." (Résumé)
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"Dieses Buch bietet eine systematische Einführung in die wichtigsten Theorien der Kommunikationswissenschaft und Gesundheitspsychologie sowie deren Anwendung in Kommunikationskampagnen. Basierend auf dem aktuellen Forschungsstand wird aufgezeigt, welche Strategien für die gezielte Veränderung von
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Wissen, Einstellung und Verhalten Erfolg versprechend sind und welche Herausforderungen und Risiken dabei bestehen. Weitere zentrale Themen sind die gesellschaftliche Einbettung von Kampagnen und die Kampagnenevaluation." (Verlagsbeschreibung)
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"This publication presents the basics of researching, planning, monitoring and evaluating Communication for Development (C4D) interventions, and offers guidance on how such interventions can be used to address violence against children (VAC). It covers the stages of the C4D programme cycle, emphasiz
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ing the role of research and strategic planning in achieving results." (Overview, page 6)
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"Since its inception STOP THE TRAFFIK (STT) has been focused on creating a world where people are not bought and sold. To contribute towards this goal, STT has developed an intelligence-led prevention approach: informing its focus at a local, national and global level. STT believes that it delivers
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this approach using a model that it calls ‘collect-analyse-share’. This evaluation was commissioned as part of STT’s agreement with Comic Relief. The evaluation was co-designed between STT and the evaluators using a participatory approach and focused on the four change areas that STT would like to better understand its impact on: Prevention of human trafficking risk; Knowledge of signs and how to respond appropriately; Behaviour when coming across a potential trafficking situation or in order to prevent one; and Approach of the anti-trafficking sector, promoting collaboration, data use and sharing. This evaluation also considers STTs successes and challenges and any additional results that are highlighted." (Page 2)
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"We hope you’ll come away from this report with a clearer understanding that conservation is a behavioral challenge and therefore needs behaviorally-informed solutions. Here is your starting point with the tools and tactics to employ in your efforts to preserve our natural resources for current an
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d future generations." (Foreword)
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"Zunächst werden theoretische Konzepte und Modelle sowie die empirische Forschung zum Einsatz von Evaluation und Controlling für die NGO-Kommunikation gesichtet. Dabei werden auch Konzepte für die Evaluation von Organisationen sowie für die Kommunikation von Nonprofit-Organisationen (NPO) als al
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lgemeineren Formen der Evaluation herangezogen. Anschließend werden das Wirkungsstufen-Modell der Deutschen Public Relations Gesellschaft (DPRG) und des Internationalen Controller Vereins (ICV), das Logic Model für die Evaluation von Nonprofit-Organisationen sowie das Meinungsklima-/Koorientierungsmodell (MKM) für die Messung, Bewertung und Steuerung der Kommunikation von Organisationen miteinander verknüpft und zu einem generischen Modell für die NGO-Kommunikation weiterentwickelt." (Zusammenfassung)
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