Characteristics of Effective Behavioural Change Programmes

Professor Jeff French PhD, MBA, MSc, Dip HE, BA, Cert.Ed Strategic Social Mar eting Ltd www.strategic-social-mar eting.org jeff.French@strategic-social mar eting.org

What we now about developing effective and efficient intervention processes Quality assuring social mar eting 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 succe ss 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 assur ance list that can be used to test the utility and strength of social mar eting plans. Social Mar eting Quality Assurance Planning Chec list Clear aims and measurable behavioural objectives should be set out in the progra mme plan together with the target audience(s) and segments that will be the focu s of the intervention should be explicit. Programmes should set out how funding and other resources will be applied and ov er what time period. A clear expected return on investment case should be set ou t to justify the level of planned investment. The programme should be endorsed by policy ma ers, commissioners and managers, d eliverers of the programme. The programme plan should set out the political, pol icy, managerial and institutional commitment to the programme.

 The programme team should capture what evidence about effective practice from re views and case studies, observational data and target audience psychographic dat a is being used to formulae insight and interventions. The programme plan should set out a clear rationale for the programme and why pa rticular interventions have been selected. The programme plan should also indica tes the theoretical perspectives and models that have been used to inform planni ng that is congruent with the form, focus and context of the intervention. The programme plan should demonstrate that target group(s), sta eholders and par tners have been involved in needs assessment, target setting, delivery and evalu ation. The programme plan should set out how prototype interventions or pilots will be tested and used to develop full-scale programmes. 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 f or delivery. Plans should also set out ey milestones, in developing and deliver ing the programme. These milestones should cover process, impact and outcome mil estones. Programme plans should set out how coalitions, sta eholders, partners and intere st groups will be engaged over the lifetime of the intervention. The plan should also sets out the mechanism for coordinated action between international, natio nal regional and local delivery, and how decision ma ing, governance and coordin ation of the programme will operate. Key barriers and enabling factors and other ris s should be identified in the pr ogramme plan together with what actions will be ta en to address these factors. Evaluation, performance management, learning and feedbac mechanisms are clear i n the programme plan. Evaluation should encompass short-term impact measures for trac ing purposes, process measures of efficiency and outcome evaluation relate d to the specific objectives of the programme. All programme plans should be recorded and published, the plan should be based o n a proven planning template. These characteristics can be used as a chec list to test the li ely impact of so cial mar eting interventions and programmes, and as a chec list when developing a social mar eting plan. Best practice behavioural Change Planning Chec list Is there a written social mar eting plan and is it based on a recognised planning template? Unsure Are clear aims and measurable behavioural objectives set out? Unsure Are target audience(s) and segments are explicit in the plan? Unsure Is there evidence that target group(s) are or will

Yes

Yes

Yes

No

No

No

be involved in needs assessment, target setting, delivery and evaluation? No Unsure Does the plan sets out how prototype interventions or pilots will be tested and used to develop full scale programmes? Unsure Does the plan sets out a clear rationale for the programme and why the particular interventions have been selected? Unsure 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? No Unsure Does the plan set out how coalitions with other sta eholders, partners and interest groups will be developed and coordinated? Unsure Does the plan set out the mechanisms for coordination, decision ma ing, and governance? Unsure Does the plan have political, policy, managerial and institutional commitment? Unsure Are barriers and enabling factors and other ris s identified in the plan together with what actions will be ta en to address these factors? Unsure Does the plan capture what evidence and data is being used to formulae interventions? Unsure Does the plan indicates what theoretical perspectives have been used to inform it? Unsure Does the plan set out how funding and other resources will be applied and clear expected return on investment ? Unsure Are ey milestones for development delivery and evaluation set out? Unsure Are evaluation, performance management, learning and feedbac mechanisms clearly set out ? Unsure Selection of supportive references

Yes

Yes

No

Yes

No

Yes

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

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Professor Jeff French PhD, MBA, MSc, Dip HE, BA, Cert.Ed

Schade, C. P., McCombs, M. Do mass media affect Medicare beneficiaries iabetes services? Am J Prev Med 2005 29 (1)

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Strategic Social Mar eting Ltd www.strategic-social-mar eting.org jeff.French@strategic-social mar eting.org