Creating a campaign

8/10/2019 Creating a campaign

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CREATING A CAMPAIGN

STRATEGY-ANALYSIS, TOOLS

AND METHODSBrian Lamb

Sarah Gilbert


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Why Strategy?

Contrary to Marxs famous critique that

philosophers have only sought to

interpret the world not to change it

advocates have too often sought to

change the world without first

interpreting it.


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The Campaign Cycle


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Different types of

Campaigning


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Building a Strategy

for Change


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THEORY OF CHANGE

A theory of change clearly expresses the relationships between actions

and hoped for results, and could be described as a roadmap of the

strategies and belief systems that make positive change in the lives of

individuals and the community.


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Logic Model

Theory of Change models build from basic Logic Models.

Logic Models form the basis of most project management

programmes.

Logic models illustrate program components, and creatingone helps stakeholders clearly identify outcomes, inputs and

activities.

They are helpful for breaking down the basic components of

a plan and are especially useful where there is a knowrelationship with an action and its consequence.

They often follow a format similar to this;


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Logic Model


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Theory of Change

Theories of Change link outcomes and activities to explainHOWand WHYa strategy leads to those changes.

It is therefore more complex and rich than logic models andmore suited to advocacy campaigns.

Advocacy campaigns are complex as they have to selectfrom a number of different potential strategies and makeassumptions about why something changes.

There are many different ways change can be attemptedand a Theory of Change provides a process for testing out

assumptions and deciding on what will be bring about thedesired change.

Advocacy is trying to align research evidence, with theappropriate campaign and advocacy interventions toachieve the influence to secure the change they need.


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Making a campaign

strategy


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STEPS IN THE PROCESS


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What are the Theory of

Change Steps?

1. Defining the Problem

2. Stating a clear aim-the final impact you need your advocacy tohave;

3. Mapping activities to achieve your campaign aim-usually in

reverse order the impact first;4. Mapping Outcomes and how to get thereusing so that

chains to ensure the links between activities and outcomes are

understood and in place;

5. Understanding how social change happens and aligning that

with your selected activities-stating your presumptions andrefining your overall strategy choice's;

6. Ensuring that Capacity of the organisation to achieve change;

7. Agree outcome Measures and Assumptions.


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So that Chain


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Change LawChange Public

Attitude

Change Policy

and Practice

S

trategies

Inputs

Outputs

Outcom

es

Im

pact

State your strategies-the

really key ways by which

you hope to bring about

the change you are

seeking

State your Activities-the

specific work you will

undertake to implement

the strategies

Describe the outputs

from that work you

expect to happen as a

result.

State your final impact

here-e.g changes to

people lives or the final

changes you are seeking

Theory of Change Mapping

Describe the outcomes

from that work youexpect to happen as a

result.

Agree the measures

of your Impact and

Outcomes


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Definitions-whats in

a word? Problem or Issue-what is problem or issue you are trying to address in

your strategy

Impact-the ultimate effect on the lives of those you seeking change for

Strategies-the overall grouping of types of activities that you judge willlead to the change you are seeking

Outcomes-significant changes that lead to the final impact and aprecondition of them

Outputsthe specific results of work programmes designed to achieveyour outcomes

Activities-the work you do to achieve those outputs

Inputsthe resources you deploy to be able to undertake the activities

to achieve the outputs Assumptions-what are you assuming in your analysis about the world

around you that could affect your strategy?


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1. DEFINING THE PROBLEM


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Defining the Problem

You need to define the issue or problem that are going todevelop the strategy for.

This will involve analysis and identification of the keydrivers of the problem you are trying to address.

From this you should derive a clear problem statementwhich you are going resolve through your strategy

For example;

Gender-based violence against women and girls (VAWG),and the threat of such violence, exercised through individuals,communities and institutions in both formal and informal ways,

violates women and girls human rights, constrains theirchoices and negatively impacts on their ability to participate in,contribute to and benefit from development


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Logic

Model

Theory of

Change

SocialTheories


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The Policy Cycle


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Problem and Solution

Trees

Main

problem or

question

you want to

answer

Effects/

Consequences

of the problem

Causes.Why do these

problems

occur?


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Main Problem

ProblemProblem

Effect

Effect

Effect

Effect

Effect

Effect

Effect

Effect

EffectEffect

CauseCause

Cause

Cause

Cause

Cause

CauseCauseCause

Cause

Cause

Cause

Cause


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Solution

ProblemThe Change

Effect

Effect

Effect

Effect

Effect

Effect

Effect

Effect

EffectEffect

Solution

Solution

Solution

Solution Solution

Solution Solution Solution

Solution

Solution

Solution

Solution

Solution


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Solution


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Identifying

Problem/Issue

1. Agree the main problem your campaign will

address

2. Analyse that problem by using a Problem

Tree

3. Develop it into a Solution Tree

4. This will essentially be the start of your theory

of change


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2. DECIDING ON YOUR IMPACTSTATEMENT OR FINAL GOAL


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Deciding on Impact

It must be the final changes in the lives

or conditions of those you are seeking to

make change for or with.

Now write an Impact Statement for the

campaign.


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Outcomes

What outcomes would have to have taken

place for the Impact to have been achieved?

These could be change to policy, practice,

behaviour or capacity of individuals ororganisations that can influence the final state

of affairs you are aiming to bring about

You need to have a clear idea of the changesyou need to bring about and assess the

capacity of the organisation to do this


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Force Field Analysis


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WORKING ON

OUTCOMES

Agree what outcomes need to take place

to achieve your Impact

Articulate the assumptions your aremaking and the barriers you might face

to achieve those objectives using force

field analysis


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Define Audiences

and Messages

Audiences are crucial in defining who

you are trying influence

There are some helpful tools to help youanalyse who is most important for you

campaign.


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Audiences and

Power


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Allies and Opponents

T ti


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Targeting your

Campaign

Using one the methods we have just

outlined produce a matrix of key

audiences, institutions or individuals you

need to target to achieve your campaign


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4. Define the Outputs


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Outputs

Define the outputs which would have to

taken place to deliver the outcomes

What work would you have to producedto make this happen?


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5. ORGANISATIONALCAPACITY

O i ti l


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Organisational

Capacity


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Building in Evaluation

Each stage from Impact to activities

should have clearly defined and

measurable outcomes and targets

By doing this you will be clear about

what you are trying to achieve but also

building your evaluation framework

against which to judge your success

T ti Th


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Testing your Theory

of Change Is this theory of change PLAUSIBLE? Have we

created a compelling story about the pathway ofchange that would lead to the long-term goal ?

Is this theory of change FEASIBLE? Do we have

the capacities and resources to implement thestrategies that would be required to produce theoutcomes?

Is this theory MEASURABLE? Have we specifiedhow success will be measured clearly enough

that we can recognize progress? Are thereindicators for each outcome in a way that aresearcher or evaluator can use?


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WORKED EXAMPLES


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Documents

Creating a campaign