The post Step 7: Monitoring and Evaluation first appeared on SBCC Implementation Kits.
]]>While M&E are important components of every SBCC program, they are often overlooked in the planning process. It is important to plan ahead and include a monitoring and evaluation plan within your strategy and to budget at least 10% of your budget to M&E activities.
This Step includes three tasks to help you identify indicators and develop a monitoring and evaluation plan.
If the project your communication activities support already has an M&E plan in place:
If you do not yet have an M&E plan in place:
The timing of your evaluation at the end of your SBCC campaign is important since effects decay over time. The longer the gap in measurement from the end of the campaign to the evaluation, the smaller the average effect size.
Process: Facilitated discussion or small group work
Output: Draft activity and indicator table
Indicators are used to track progress toward achieving your objectives and are used to monitor and evaluate your efforts. They can be used to assess the changes happening at the individual, family/peer, community, and society levels. Assessing change and tracking progress toward achieving your objectives can help show the impact of your SBCC efforts.
It is important that the indicators you use measure what your program has set out to achieve and not over-promise beyond your program’s scope. If your program is trying to increase approval of modern family planning methods, measure approval and not family planning uptake (which is affected by other factors as well – like method availability, service provider attitude etc.)
Activity | Indicators | |
Download this form to identify indicators to track progress.
Process: Facilitated discussion or small group work
Output: Draft monitoring plan
Monitoring your program during the implementation phase will help determine if your program is on track and if you are making progress towards meeting your objectives. It helps you quantify what has been done, when it has been done, how it has been done, and who has been reached. It can also help you identify any problems so that adjustments can be made. Monitoring basically tries to answer the question "How much of what we planned to do did we manage to do as planned?"
Questions to ask during monitoring:
Possible Monitoring Indicators
:
|
Process: Facilitated discussion or small group work
Output: Evaluation plan
Just as it is important to monitor progress during the life of the program, it is also important to evaluate the program upon its completion. This will help determine the effect of your SBCC Program and if anyone is better off as a result of it.
Evaluation can assess program achievements:
Evaluation can measure the extent to which observed changes in outcomes can be linked to the SBCC program.
Evaluation can help plan for the next program phase.
Include the following in your evaluation plan:
You may not have enough time during the Strategy Development workshop to finalize your M&E plans. The plans can be finalized by your M&E committee or M&E officer and be added to the final version of the communication strategy. Your plans should include who can best help you analyze the data and how you can best disseminate the results and subsequent reports.
For more information: Program Manager’s Planning Monitoring & Evaluation Toolkit
The post Step 7: Monitoring and Evaluation first appeared on SBCC Implementation Kits.
]]>The post Step 5: Positioning and Strategy Outline first appeared on SBCC Implementation Kits.
]]>Through eight tasks, you will identify a central theme for your communication strategy, outline information that will inform message development, and begin thinking on how best to creatively implement SBCC activities. The positioning statement and outline will incorporate the information from previous Steps and synthesize this information to form a complete picture of your strategy.
Strategy Outline:
In the context of strategic design, positioning means presenting a challenge, service, or product in such a way that it stands out from other comparable or competing challenges, services, or products, and it is appealing and persuasive. Positioning creates a distinctive and attractive image, a perpetual foothold in the minds of the intended audience.
Process: Facilitated discussion
Tools: Situation Analysis document, outputs from previous Steps and tasks
Output: Summary table
This task summarizes what is now known about the challenge, the communication needs of the intended audience, and what will motivate change.
Challenge Statement: | |
Audience Profiles: | Primary Audience Profile: Influencing Audience Profile: |
Objectives: | |
Barriers to Change: |
Output: Positioning statement
In developing a positioning statement, keep in mind what you know about the intended audience from your analysis and audience segmentation and from the work you have done in the previous Steps.
Positioning Statement: |
Output: Key promise
The key promise is the main benefit(s) associated with the proposed change. Changes in behavior, policies, and social norms are made only because there is a perceived benefit to those changes. The benefit must outweigh the personal cost of the change.
Benefits generally fall into one of these categories :
Key Promise: |
Output: Support statement
The support statement describes why the audience should believe the promise. This could be based on data, peer testimonials, a statement from a reliable source, or a demonstration. The support statement could also rely on an emotional response.
If you change x behavior/social norm/policy, you will benefit by x benefit because supporting points.
Support Statement: |
Output: Overall impression statement
The overall impression statement describes the feelings the audience should get from the communication and what they will retain after seeing or hearing the messages. This includes the “take away” message, including its call to action.
Overall Impression Statement: |
Output: Key message points
Key message points outline the core information that will be conveyed in all messages and activities. Message design cuts across all strategic approaches. Messages must thus reinforce each other across these approaches. When all approaches communicate the same key message points, effectiveness increases.
Key Message Points | |
---|---|
Primary Audience: | |
Influencing Audience(s): |
Output: Finalized list of strategic approaches
Strategic Approaches | |
---|---|
Primary Audience: | |
Influencing Audience(s): |
Process: Facilitated discussion
Output: List of complementary activities linked to approaches
Key Message Points | Activities |
---|---|
Primary Audience: | |
Influencing Audience(s): |
Process: Facilitated discussion
Output: List any additional creative considerations
Additional Creative Considerations: |
The post Step 5: Positioning and Strategy Outline first appeared on SBCC Implementation Kits.
]]>The post Step 4: Strategic Approaches first appeared on SBCC Implementation Kits.
]]>The strategic approaches can be incorporated into a goal-oriented campaign. Campaigns include a combination of approaches (usually including mass media in addition to community-based approaches) and provide multiple opportunities for exposure through a consistent theme that links program activities together. A campaign provides benefits to the individual and/or society, typically within a given time period, by means of organized communication activities .
Strategic approaches are often depicted through a strategic framework, which shows how activities will contribute to objectives. The process for developing a strategic framework is described in Task 2.
mHealth: mHealth Fact Sheet and mHealth Toolkit.
ICT: Utilizing ICT in Demand Generation for Reproductive, Maternal, Newborn & Child Health: Three Case Studies and Recommendations for Future Programming. For a guide on developing mobile health communication strategies, refer to mBCC Field Guide: A Resource for Developing Mobile Behavior Change Communication Programs.
Process: Facilitated discussion
Tools: Choosing Strategic Approaches
Output: Strategic approaches finalized
The strategic approaches describe how the objectives will be achieved. They will guide the development and implementation of activities and will determine the vehicles, tools and media mix that your team will use. Within each approach, you will have multiple vehicles, use various tools and rely on a mix of approaches to communicate to your audience(s). The approaches will convey your messages, be mutually reinforcing and be the routes of message delivery.
Considerations | Appropriate Approaches |
---|---|
Complexity of the Challenge |
|
Sensitivity of the Challenge |
Interpersonal approaches and one-on-one communication work well when discussing sensitive topics. |
Effectiveness of Approach to Address Challenge |
An approach may be more or less effective depending on the challenge being addressed. For example, a a recent synthesis of meta-analyses s on the effectiveness of health communication interventions found entertainment education formats to be well suited for motivational messages and moving social norms, face-to-face counseling seems to help people learn about and adhere to more effective strategies to quit smoking, and media campaigns were better than interpersonal interventions without media for HIV/STD prevention. |
Literacy |
If audience is not literate, an approach which does not rely on the written word will be more effective. |
Desired Reach |
Mass media, most internet-based interventions, and many mHealth interventions have an advantage in their potential reach and can provide regional and national coverage. Such approaches can deliver messages to scale. |
Cost |
|
Innovation |
Consider using approaches that are new and fresh for your audience. Using an approach that is unexpected can make it more appealing and interesting to your audience. |
Youth |
Consider age or generation because some mobile-based or social media approaches may appeal more to young adults. |
Useful Resources
Health COMpass: An interactive and collaborative resource for high quality Tools and Project Examples to build capacity in social and behavior change communication.
K4Health Toolkits: Toolkits provide quick and easy access to relevant and reliable health information in one convenient location, intended for health program managers, policy makers and service providers.
Advance Family Planning Advocacy Portfolio: A compendium of best practices and tools in advocacy for family planning.
Process: Facilitated discussion or a separate activity after the strategy workshop/working group, as needed
Output: Strategic Framework developed
A strategic framework is a visual representation of how program activities are expected to achieve the objectives. The framework outlines the change process with information on the context of the challenge, the domains to be addressed, and the expected outcomes. The Pathways© framework is a good example of a strategic framework for SBCC programs. The Pathways© framework:
While the Pathways is generally read from left to right and thus suggests causal order and progression toward change, it does not mean to suggest that change is a strictly linear process [11] . It can also be adapted to better fit program needs and could be developed, for example, to be read from top to bottom.
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]]>The post Step 3: Communication Objectives first appeared on SBCC Implementation Kits.
]]>You will answer these questions by completing four tasks that will enable you to develop communication objectives. Communication objectives will keep your SBCC efforts focused and on track. By linking your objectives to indicators, you can also track progress and demonstrate impact.
The key to developing strategic communication objectives is keeping them SMART .
A SMART objective is:
SSpecific: Does the objective say who or what is the focus of the effort? Does this objective say what type of change is intended? Does the objective cover only one challenge? MMeasurable: Can your objective be measured in some way? Does the objective include a verifiable amount or proportion of change expected? AAppropriate: Is the objective sensitive to audience needs and preferences? Is the objective sensitive to societal norms and expectations? RRealistic: Can you realistically achieve the objective with the time and resources available? Is the degree of expected change reasonable given these conditions? TTime-bound: Does the objective state the time period for achieving change?
Output: Description of desired change in Communication Objectives Table
Each of the primary and influencing audiences will require its own set of communication objectives. Refer to your audience profiles to ensure consistency.
To begin, answer the following questions:
Final Communication Objectives
Audience Segment | Desired Change | How much Change? | Barriers to Change | Timeframe | Final Communication Objective | Does objective address barriers? | SMART? |
Output: Decision on how much change in Communication Objectives Table
To make a reasonable estimate on how much change can be made, consider the overall context of the problem, experiences of similar programs in the past, and the resources and timeframe available.
Keep in mind the barriers that affect your intended audience. In order to be most effective, your objectives will need to address these barriers. Also think about the facilitators to change and the incentives to change which can be used in your messages to promote the behavior.
Output: Timeframe for objectives in Communication Objectives Table
Final Communication Objectives
Audience Segment | Desired Change | How much Change? | Barriers to Change | Timeframe | Final Communication Objective | Does objective address barriers? | SMART? |
Communication objectives
The post Step 3: Communication Objectives first appeared on SBCC Implementation Kits.
]]>The post Step 2: Audience first appeared on SBCC Implementation Kits.
]]>In this Step, you will complete three tasks to determine your primary audience and your influencing audiences.
While identifying potential priority groups in Step 1, you may have discovered segments within these groups who have similar communication needs and/or who are relatively homogeneous, meaning they have similar characteristics that are unique to their group and are different from other segments and the population in general. With unique communication needs and characteristics, these groups will need a specific approach to meet their needs and motivate change. These groups will be the potential audiences for your SBCC program.
Situation Analysis Document: Provide copies of the Situation Analysis document from Step 1 to all relevant stakeholders who will be involved in the strategy development process. The Situation Analysis will serve as the foundation for all subsequent work. Step 2 builds upon the work done during Step 1 Task 6, “Identify potential priority groups.”
If stakeholders were not involved in the previous analysis tasks, there may be a need to present the Situation Analysis and get reactions and feedback if continuing from this point with a group. This will help ensure stakeholders are on board with decisions made in previous tasks and will allow you to move forward with Step 2.
Primary Audience: The Primary Audience is the group of people you want to reach with your messages. This may be the people who are directly affected by the challenge or who are most at risk for the challenge. Or it may be the people who are best able to address the challenge or who can make decisions on behalf of those affected, e.g. caregivers of young children.
Influencing Audiences: People who influence the primary audience, either directly or indirectly. Influencing audiences can include family members and people in the community such as service providers, community leaders, and teachers but can also include people who shape social norms, influence policies, or influence how people think about the challenge.
Process: Facilitated discussion
Output: Potential Audience Segmentation Table
Potential Audience Segmentation Table
Potential Audiences | Potential Primary Audiences |
Potential Influencing Audiences |
---|---|---|
Demographic Characteristics | ||
Geographic Characteristics | ||
Socio-Cultural Characteristics | ||
Behavioral Characteristics | ||
Psychographic Characteristics | ||
Ideational Characteristics | ||
Process: Facilitated discussion, ranking of potential audience segments
Output: Priority Audience Segments Table
To prioritize audience segments and decide which audience segments on which to focus first, consider the following:
Priority Audience Segments
Potential Segment | ||
---|---|---|
How many people in this group? (E.g. % of population in intended areas of operation) |
||
Is addressing this group crucial to achieving program objectives? 5 Most crucial 1 Least crucial |
||
Is the group most affected/at risk? 5 Most at risk/affected 1 Least at risk/affected |
||
How likely will this group change within the timeframe of the SBCC program? 5 Most likely 1 Least likely |
||
Does the SBCC program have the resources to focus on this group? 5 Sufficient resources 1 Insufficient resources |
||
Rank(total from previous boxes) | ||
Determine which group(s) to focus on and during which phase, according to rank |
Download this chart as a Word document.
Based on your answers from the worksheet above, consider the following questions:
From this analysis, specify the groups on which you will focus your SBCC program. Determine which audiences will be reached in phase one and which groups can be reached in subsequent phases of the program.
Here's how Egypt's Communication for Healthy Living project prioritized its audience segments.
Process: Facilitated discussion and writing
Output: Audience Profiles
See examples of audience profiles developed by Nigeria's NURHI project and a safe water project in Indonesia.
Segmented and prioritized audiences
Audience profiles
The post Step 2: Audience first appeared on SBCC Implementation Kits.
]]>The post Step 1: Analyze the Situation first appeared on SBCC Implementation Kits.
]]>The nine tasks below will enable you to assess the situation, audience and environment and more clearly understand the challenge to be addressed. The Situation Analysis will inform every step of the strategy design to come.
Strategy Design process: How will you design your strategy? In a large group with a variety of stakeholders? In a small group, with input from stakeholders on a later draft? No matter how you proceed, your situation analysis should be completed prior to the start of a Strategy Development Workshop or before your working group tasked with developing the strategy begins its efforts.
Formative Research: If existing data is not sufficient, is out-dated, or does not provide enough insight into the challenge or the identified priority group(s), you may need to conduct additional research. Additional research may enable you to fill the gaps in your knowledge through survey data, review of grey literature or use of qualitative research tools such as focus group discussions, key informant interviews, observation checklists, PEER methodology and visual projection. If additional information is needed and formative research is required, the data should be made available prior to the start of strategy development.
Process: Facilitated discussion
Output: Shared vision statement
The vision will anchor your strategy by stating what you hope to achieve. Your vision should be agreed upon by the stakeholders involved in the strategy design process and will thus be “shared” by all. This shared vision statement clarifies what is important, illustrates what you want to happen in the future, and guides the strategy design and development process.
Write your shared vision in the form of a story or in a descriptive paragraph.
Output: Core challenge(s) that will guide the strategy design.
The core challenge you identify is the key constraint that is blocking achievement of your vision and will be the focus of your SBCC efforts. It is best to focus on one specific challenge at a time.
Sometimes, the challenge will already be identified, such as when a funder releases a request for proposals targeting a particular health issue or when a Government Ministry requests specific technical assistance. Other times, you may need to identify the core challenge.
Most challenges have many underlying causes and thus, potentially, many solutions. It is therefore important to tease out the primary or root cause in order to determine the main reason for the current situation. The constraints or root causes are the reasons why there is a difference between current situation (where we are now) and the shared vision (where we want to be).
A number of root cause analysis tools are available to help visually capture these root causes and their effects and to highlight the relationship between them. Two that will be explained here are the Fishbone Diagram and the Problem Tree . Both present the same information but use different visual representations. Both encourage an in-depth exploration of the challenge through a participatory process and can be conducted with project beneficiaries, stakeholders and/or with those most affected by the challenge. Brainstorming techniques, focus group discussions, ranking or scoring can be used to achieve this.
These tools challenge you to answer the question “Why?” as you identify each cause. By defining the challenge and analyzing and prioritizing its causes, you will begin to understand why the current situation exists and can explore how to address this root cause through your choice of solutions. This process encourages you to keep asking “Why?” until it is no longer practical to continue. Keep in mind that your answers to “Why?” will need to be communication-focused and something you can address within your time-frame and budget. For example, strengthening family planning commodities might be better addressed through a service delivery strategy while addressing misconceptions on specific family planning products could be addressed through a communication strategy.
The Fishbone Diagram, as the name suggests, looks like the skeleton of a fish.
A Problem Tree can also help you visualize the causes and effects of your challenge. As the name suggests, the visualization below resembles a tree: the tree trunk represents the challenge, the roots represent the causes and the tree branches represent the effects or the impact.
Problem Tree. Fox, H. (1989). Nonformal Education Manual. Washington, DC: Peace Corps/Information Collection and Exchange, #M0042.
Write down the root causes your communication strategy will address.
Output: Tailored Social Ecological Model
After determining the root causes and identifying the reasons for the differences between the shared vision and the current situation, an analysis is needed to thoroughly examine the context of the situation.Social Ecological Model
The Social Ecological Model can serve as a useful model for identifying the information needed for this analysis by examining the interconnected influences of family, peers, community and society on behavior. The social ecological perspective focuses on the various influences that can hinder or help in decision-making and in changing behaviors and/or social norms. The Social Ecological Model recognizes that behaviors take place within a complex web of social and cultural influences. This perspective views individuals as nested within a system of socio-cultural relationships—families, social networks, communities, nations—that are influenced by and have influence on their physical environments. Within the Social Ecological Model, individuals’ decisions and behaviors are understood to depend on their own characteristics, as well as the social and environmental contexts within which they live. The social and environmental contexts therefore influence individual behaviors relating to the identified challenge and root causes.
Examine the challenge’s context at each level in the Social Ecological Model. Keep in mind that while many of the questions at each level are similar, the answers will be different, depending on how each level is affected by the challenge.
Individual Level
Family and Peer Network
Community
Society
Output: Core challenge statement
This task uses a core challenge statement to sum up the challenge to be addressed and detail the key behaviors, social norms or policy needed to make the Shared Vision a reality.
The core challenge statement outlines key information on why there is a difference between the Vision (what you want to happen) and the current situation (what is happening now).
Shared Vision | |
Current Situation | |
Differences between Vision and Situation | |
Core Challenge Statement |
Download this chart as a Word document.
Process: Discussion and writing
Output: Program theory
What is a theory? A theory explains or predicts an event or situation, using systematic observation and inference. A program theory is your explanation of why you think your intended audience acts the way they do and your assumptions on how they will behave or change through exposure to your SBCC program.
Why is theory important in behavior change? SBCC programs based on social and behavioral science theories are more effective than those without a theoretical base. Choosing a theoretical base – your program theory – depends on the type of change needed as well as what drives your audience’s behavior. Behaviors vary, with some behaviors driven by individual preferences, needs or desires and others driven more by social pressures. Deciding to brush your teeth before bed would be based on an individual need, not smoking at a friend’s house would draw on social cues for behavior and a newlywed couple would be driven by social influences to become pregnant soon after settling in to married life. Other behaviors are driven by structural or contextual conditions such as access to resources, with availability of insecticide treated bed nets as an example.
Because behavior change is influenced by various factors, different theories can be utilized to address the factors that may pose obstacles to behavior change. If data indicate that the behavior you wish to promote is more individual in nature, then start by considering theories that are framed primarily at the individual level. If the intended behavior is more social in nature or more strongly determined by structural factors, then start your conceptual thinking from the perspective of a theory that primarily speaks to those levels.
The figure above indicates the primary emphasis of four theories commonly used in social and behavior change communication programs and how they fall roughly on the individual to structural continuum.
The Theory of Reasoned Action or Theory of Planned Behavior (TRA/TPB) focuses mainly on individual decision-making as a function of what you believe the consequences of a behavioral choice will be, whether those consequences are positive or negative, and what you think other people who are important to you think you should do. If the intended audience primarily acts by weighing the pros and cons of the behavior and are heavily influenced by what other people think about it, then TRA/TPB might be a good theory to use.
The Extended Parallel Processing Model (EPPM) is also primarily individual in nature, but emphasizes the motivating power of a perceived health threat, such as the idea that HIV/AIDS is a potentially deadly disease, to which one may or may not be susceptible. If you believe (correctly or incorrectly) that you are susceptible to a serious threat, then you are motivated to act. EPPM also emphasizes efficacy, which refers to what people feel they are able to do in response to a perceived threat. For example, if you believe that using condoms can prevent HIV (meaning, you believe that condoms work, called response efficacy) and also believe that you can successfully negotiate condom use with your partner (self-efficacy), then you are more likely to try and use condoms to prevent HIV. For behaviors that involve risk or threat, the EPPM model may be relevant as a program theory.
High Efficacy
Beliefs that one is able to effectively avert a threat |
Low Efficacy
Beliefs that one cannot avert a threat, and even if s/he could, it wouldn’t work anyway |
|
High Threat
Beliefs that one is at-risk for a significantly harmful threat |
Danger Control
People taking protective action against a health threat |
Fear Control
People in denial about health threat, reacting against it |
Low Threat
Beliefs that a threat is irrelevant and/or trivial |
Lesser Amount of Danger Control
People taking some protective action, but not really motivated to do much |
No Response
People not considering the threat to be real or relevant to them; often not even aware of the threat |
Social Learning theory primarily focuses on individual self-efficacy, but it includes a more social aspect than TRA or EPPM, as it emphasizes how people learn from and copy the behaviors of those around them. If you observe a friend trying to change her exercise behaviors and see her struggle to maintain an exercise regimen but ultimately realize her exercise goals, then you are more likely to try the behavior yourself. You are also more likely to adopt the solutions to challenges that your friend demonstrated were successful (modeling). Modeling can also come from real or fictional characters depicted in mass media and on-line media. If the intended behavior is something people can see being practiced around them or is a behavior that is not commonly seen, but could be demonstrated and popularized by a “role model” selected by the program, then Social Learning may be a useful theory to use.
Finally, Diffusion of Innovations emphasizes how information is exchanged within social networks, such as a community, neighborhood, work group or peer group. The pattern of interpersonal relationships and interactions is an aspect of social structure. Exchange of information within a network is dependent on the connections within a community, access to communication channels, and access to resources including information resources. In this sense, diffusion is more structural and less individualistic in nature. If your intended behavior is more structural in nature, then diffusion might be a good theory to consider.
There are many, many theories available to health communication planners, each of which has a slightly different emphasis, as seen in the explanations of the four above. The key to using theory effectively is to identify a theory that seems to fit with your initial understanding of what currently influences behavior and social norms and to use that theory to explore in more detail the impetus for change. As you develop your program theory, don’t be afraid to drop a theory that doesn’t seem to work and try another one. Also, don’t hesitate to mix concepts from more than one theory if they seem to apply to the unique characteristics of your program and your audience. Formal academic theories are useful tools, but your goal should be NOT to select a formal theory, but to make your own program theory that matches the needs of your program.
Think of your program theory as a story that describes a sequence of connected events and characters, bounded in space and time, containing implicit or explicit suggestions about decisions, motives,barriers,and facilitators associated with an event.
For more information on theories used for SBCC: Making Health Communication Programs Work.
See how Mozambique's Tchova Tchova project determined what theory to use.
Process: Facilitated discussion using the Social Ecological Model, Ideational Model and Gender Lens
Output: Thorough understanding of who is affected by the challenge
Along with the situation analysis, a thorough examination of who is affected by the challenge and to whom communication efforts should reach provides valuable information on who the priority groups may be (and therefore who potential audiences may be) and gives insight on how to reach them.
Those most affected by the challenge may not always be the same group as those to whom communication efforts should be directed. For example, children under-five may be the most affected by diarrhea but the audience for communication efforts on the issue should be their parents and caregivers.
Your choice of program theory will determine how you analyze the individuals and groups you aim to reach. Determining common characteristics, applying a gender lens to your analysis, determining ideational factors such as attitudes, knowledge, self-efficacy and peer influence, and identifying the interconnected influences of family, peers, community and society on behavior will help you get to know your priority groups.
Look for characteristics that differentiate those affected by the challenge from people who are not at risk or are not affected.
What do those affected have in common?
As you go through the remaining steps in this I-Kit, keep in mind how gender norms may affect the challenge and how men and women may react differently to your approaches.
Other Gender Resources:
The Gender Guide, IGWG Gender and Health Toolkit, Addressing the Role of Gender in the Demand for RMNCH Commodities: a Programming Guide, Manual for Integrating Gender into Reproductive Health and HIV Programs, Compendium of Gender Scales, and Engaging Men and Boys in Gender Equality and Health (Toolkit).
Ideation refers to new ways of thinking and the diffusion of those ways of thinking by means of social interaction in local communities. New ways of thinking are influenced by a combination of knowledge, attitudes, and discussion with others. The likelihood of someone adopting a new behavior or making steps towards a change in policy or social norms is much higher when a number of positive ideational factors are in play. Thus the motivation to adopt a new behavior is higher when a person:
These four elements are interrelated. Increased knowledge improves attitudes; positive attitudes encourage a person to be more receptive to new information; and discussing with others leads to increased knowledge, more positive attitudes and more confidence in the proposed change. There is a cumulative relationship between the ideational elements. The more ideational elements people have, the greater the likelihood they will adopt the new behavior or intend to adopt it in the future .
Questions related to ideation and the priority group may include:
You have already used the Social Ecological Model to understand the context of the challenge. The Social Ecological Model is also useful in collecting information about the priority group since barriers to change exist at multiple levels, not just at the individual level. Factors that may positively influence behavior are also found at multiple levels. Family and peer networks can directly influence those individuals affected by the challenge. Communities as well can directly and indirectly influence the behavior of those most affected. At the society-level, we find social norms, policies, and religious and cultural values that can influence individual behavior. Individuals do not behave alone. Rather, they are part of families, social networks, communities and nations and live within a physical environment, all of which influence behavior, values and the ability to change.
Process: Facilitated discussion after background information has been gathered
Output: Description of communication capacity, SWOT analysis
This task helps determine the current communication landscape in terms of available resources and current communication activities.
Assess potential resources that can help you carry out the SBCC program:
Determine what kinds of communication activities are currently being implemented to address the challenge:
Identify communication capacity building needs for:
An analysis of strengths, weaknesses, opportunities and threats (SWOT) within the current environment may facilitate the collection of this information. A SWOT analysis is applicable to all types of programs and assesses the internal (strengths and weaknesses) and external (opportunities and threats) factors that either facilitate or impede successful implementation.
Strengths | What are your program’s strengths? What gives you an advantage over other programs? What do you do best? What communication and institutional resources do you have? |
Weaknesses | In what areas (geographical, approaches, reach) are you weak? What makes you less capable than other programs? What resources do you lack? |
Opportunities | What opportunities (other related communication programs, popular media venues) are available to you? What opportunities could you take advantage of? What external elements could help you reach your vision? |
Threats | What might cause problems? What obstacles exist? What external elements could keep you from reaching your vision? |
Download this chart as a Word document.
Process: Facilitated discussion after background information has been gathered
Output: Table of services, products and capacity
If communication efforts increase demand, then services or products need to meet this increase. Without a strengthened link between demand and supply, those affected by the challenge will eventually become ambivalent towards demand generation messages.
Ask personnel from the programs or services that will be promoted:
Draft table outlining a plan to address increased demand:
Increased Demand for: | Plan to Meet Demand: |
---|---|
Services: | |
Personnel: (skills, capacity, time) | |
Supplies: |
Process: Facilitated discussion after background information has been gathered
Output: Table of partners at each level
Task 9 helps gather information on potential partners and collaborators and their capacity-building needs.
Determine what skills and resources will be needed from program partners.
Identify specific partners and allies to help initiate policy change and strengthen the enabling environment at the national level.
Identify partners who can collaborate with you on implementing activities at the community level. Partners could include field workers, schools, health service providers, community-based groups, networks/associations of communication organizations and individuals or groups affected by the challenge.
For detailed guidelines on how to involve individuals or groups affected by the challenge and other stakeholders, refer to Participation Guide: Involving Those Directly Affected in Health and Development Communication Programs.
Potential Partners | Level(national, local) | Required Skills (Will capacity building be needed?) |
Required Resources (Will additional resources be needed?) |
Refer to the Situation Analysis for Steps 2 to 7 to inform strategy development.
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]]>Quisque sit amet nibh congue sapien consequat eleifend in nec turpis. Donec eros ipsum, pharetra vel sodales sit amet, venenatis et dui. Sed ante mi, volutpat facilisis purus a, sollicitudin venenatis massa. In luctus ornare dignissim. Quisque bibendum, nibh quis sodales pretium, lacus lorem vehicula libero, ac consequat mauris velit vitae lorem. Pellentesque ut condimentum ligula. Nulla facilisi. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Mauris ac mauris egestas nunc ultrices cursus. Curabitur et leo non arcu interdum tristique eget at neque. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Proin sit amet massa porttitor tellus pulvinar varius. Quisque in ipsum vel nisi dictum pulvinar vel non dui. Curabitur tempus ac tortor id tincidunt. Cras tempor, arcu commodo condimentum tristique, elit nisi tincidunt eros, ac ornare urna neque ut sem.
Morbi a vestibulum urna. Nulla sagittis laoreet orci eget molestie. Mauris vestibulum ipsum a facilisis rutrum. Vestibulum in arcu nec nunc aliquam cursus at in nulla. Sed et accumsan arcu. Quisque semper congue arcu, facilisis dapibus lorem. Donec eget metus non erat tempus sodales. Suspendisse potenti. Etiam consequat libero quam, ut pharetra sapien rutrum sit amet. Integer venenatis sem magna, a tristique sapien dignissim eget. Nulla sapien metus, laoreet vitae metus id, euismod rhoncus orci. Nulla posuere vitae nulla at dictum. Ut adipiscing ante in nulla blandit ultricies. Duis et consequat urna. Mauris id tortor id purus faucibus imperdiet at facilisis neque.
Quisque non elementum augue, ac viverra erat. Nam at nisl ac arcu pharetra convallis sed eu est. Donec tristique, nunc id scelerisque mollis, enim neque molestie ipsum, eget blandit lectus quam egestas augue. Quisque accumsan condimentum odio, a fermentum enim ullamcorper ut. Etiam vel nisl nulla. Donec imperdiet velit vel massa feugiat, vitae molestie purus tincidunt. Maecenas quis sapien eget eros auctor sollicitudin non at mauris. Nam quis malesuada ligula. Ut luctus, ante sed commodo facilisis, metus augue sollicitudin ante, nec ornare tellus quam eget elit. Sed malesuada laoreet porttitor. Cras quis porta lacus. Aenean sodales quam bibendum consectetur molestie.
Duis vehicula pulvinar rutrum. Vivamus nec enim eu mauris volutpat malesuada. Aliquam massa turpis, malesuada at suscipit at, vestibulum hendrerit urna. Vestibulum congue, purus vel laoreet bibendum, dolor turpis malesuada tellus, a euismod purus sem a nisl. Integer sagittis ac tellus et faucibus. Nulla eget interdum quam. Sed congue commodo eros ac vulputate.
The post Cras pharetra nisl et magna first appeared on SBCC Implementation Kits.
]]>The post Nullam vestibulum eros first appeared on SBCC Implementation Kits.
]]>Suspendisse lobortis diam quis dolor bibendum, eget ornare justo porta. Pellentesque tellus est, auctor sed mauris ut, placerat placerat nisl. Pellentesque feugiat malesuada erat, quis lobortis lectus rhoncus vitae. Donec ut diam et turpis dictum interdum sed ac urna. Nullam vestibulum eros vitae risus ornare, a aliquet felis porttitor.
Vestibulum non erat at quam cursus pellentesque in eget mauris. Ut pulvinar dolor a orci venenatis, eu eleifend velit venenatis. Phasellus non augue tellus. Cras a ipsum leo. Phasellus sit amet justo ultricies, euismod nisl quis, iaculis sapien.
Aliquam risus neque, bibendum auctor sem eget, condimentum gravida dolor. Phasellus ultrices nunc in vehicula commodo. Nunc condimentum justo risus, eu imperdiet lorem fringilla ut. Morbi a tristique leo. Mauris et erat metus. Vivamus aliquet faucibus volutpat. Etiam ut orci eget augue posuere consectetur. Suspendisse potenti. Nunc at aliquet elit. Morbi congue ullamcorper ligula id sollicitudin. Proin suscipit nisl at urna feugiat consectetur. Quisque ac semper mauris, non feugiat nulla.
Duis vehicula rhoncus faucibus. Sed a tincidunt dolor. Ut non bibendum tortor, at vehicula nibh. Duis ac tellus mattis turpis posuere dignissim. Donec elementum nisl in ultricies ultrices. Nullam vitae laoreet diam, mattis feugiat enim. In rhoncus quam ut faucibus interdum. Curabitur sodales vel arcu in lacinia.
Cras metus erat, consequat et ornare in, pulvinar a turpis. Nam sit amet nisl sit amet dolor ultricies ornare. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos himenaeos.
Mauris sollicitudin fringilla odio ac elementum. Phasellus venenatis justo ut magna rhoncus sollicitudin. Curabitur consequat velit lectus, non lacinia urna mollis ut. Vestibulum aliquam, libero nec interdum pulvinar, orci sem elementum purus, ut tempus sem augue non tortor. Morbi hendrerit diam et odio lobortis sagittis. Suspendisse potenti.
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]]>The post Aliquam dolor non first appeared on SBCC Implementation Kits.
]]>Nulla sem leo, lobortis eu volutpat vel, cursus vitae ligula. In placerat odio eu risus bibendum, nec ornare augue sagittis. Ut feugiat metus vel diam molestie ultrices. Phasellus vitae ante vel mi elementum ultrices. Pellentesque interdum, dolor quis rutrum cursus, ante sem aliquam turpis, at luctus velit nibh nec ante. Nunc augue leo, pharetra ut ultricies eget, volutpat in orci. Nunc fermentum magna lobortis metus vulputate gravida. Nam at tortor id ante vestibulum egestas. Vivamus pulvinar tortor non rhoncus condimentum. Nunc eu dui arcu. Donec varius scelerisque nisi ac ornare. Etiam auctor, erat in ullamcorper lobortis, metus ante ornare ante, eget lobortis eros risus quis quam. Ut consectetur molestie suscipit.
Integer interdum at sapien vitae egestas. Suspendisse commodo hendrerit convallis. Etiam faucibus eget quam non lobortis. Vivamus convallis id erat id pulvinar. Suspendisse sollicitudin pretium lobortis. Curabitur sed purus eu ipsum posuere interdum in a sapien. Proin dictum auctor auctor. Aenean at est facilisis, aliquam dolor non, ultricies nisi. Nullam sodales neque a euismod aliquet. Ut vel vulputate nibh, sed gravida nisl. Pellentesque eu orci et nunc condimentum fermentum. Donec dictum eros id libero consequat vestibulum.
Proin dictum ultricies dolor, sit amet pulvinar risus elementum et. Nunc accumsan placerat gravida. Pellentesque nec velit viverra, dignissim turpis et, pharetra metus. Vivamus sit amet ligula eget felis semper sagittis eu sed turpis. Aenean suscipit sagittis dui vel sagittis. Phasellus et rhoncus odio. Mauris dignissim euismod sapien, sit amet egestas quam dictum in. Mauris auctor sapien nec semper tempor. Sed tempus volutpat nisl ut mattis. Vestibulum dapibus tortor felis, ac sagittis lacus tristique a.
Pellentesque et eros facilisis, eleifend augue feugiat, placerat mauris. Nam vehicula est nec varius volutpat. Nulla vitae risus id magna vehicula posuere. Aenean eget ullamcorper nisl, eu egestas enim. Pellentesque tortor felis, porttitor ut dignissim et, scelerisque ut turpis. Pellentesque nec arcu eget dolor molestie sollicitudin. In pharetra egestas tempor. Suspendisse id arcu et sapien varius suscipit. Quisque porttitor, augue sed facilisis rutrum, odio arcu luctus diam, nec lobortis mi ante non sapien. Morbi at sapien sed nulla consectetur tristique. Sed a dictum augue. Nam gravida interdum sapien blandit ornare. Sed id quam ac sem scelerisque hendrerit. Suspendisse vel lectus porta, iaculis risus sed, pulvinar massa. Mauris cursus neque tortor, ac vehicula lorem ultrices at.
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]]>Mauris sollicitudin fringilla odio ac elementum. Phasellus venenatis justo ut magna rhoncus sollicitudin. Curabitur consequat velit lectus, non lacinia urna mollis ut. Vestibulum aliquam, libero nec interdum pulvinar, orci sem elementum purus, ut tempus sem augue non tortor. Morbi hendrerit diam et odio lobortis sagittis. Suspendisse potenti.
Praesent feugiat magna ac sem porta egestas. Nam et consequat lectus, ac convallis nibh. Nulla ac felis commodo, ultricies mauris vel, porttitor nisl. Quisque hendrerit tortor consequat eros hendrerit, nec condimentum justo blandit. Suspendisse malesuada elementum mauris, quis vestibulum velit pulvinar dignissim. Sed rutrum est orci, quis dictum augue volutpat eu. Fusce sagittis tellus nibh, gravida mattis nisl scelerisque id. Mauris sed leo iaculis, sodales nisl non, semper leo.
Suspendisse lobortis diam quis dolor bibendum, eget ornare justo porta. Pellentesque tellus est, auctor sed mauris ut, placerat placerat nisl. Pellentesque feugiat malesuada erat, quis lobortis lectus rhoncus vitae. Donec ut diam et turpis dictum interdum sed ac urna. Nullam vestibulum eros vitae risus ornare, a aliquet felis porttitor.
Vestibulum non erat at quam cursus pellentesque in eget mauris. Ut pulvinar dolor a orci venenatis, eu eleifend velit venenatis. Phasellus non augue tellus. Cras a ipsum leo. Phasellus sit amet justo ultricies, euismod nisl quis, iaculis sapien.
Aliquam risus neque, bibendum auctor sem eget, condimentum gravida dolor. Phasellus ultrices nunc in vehicula commodo. Nunc condimentum justo risus, eu imperdiet lorem fringilla ut. Morbi a tristique leo. Mauris et erat metus. Vivamus aliquet faucibus volutpat. Etiam ut orci eget augue posuere consectetur. Suspendisse potenti. Nunc at aliquet elit. Morbi congue ullamcorper ligula id sollicitudin. Proin suscipit nisl at urna feugiat consectetur. Quisque ac semper mauris, non feugiat nulla.
Duis vehicula rhoncus faucibus. Sed a tincidunt dolor. Ut non bibendum tortor, at vehicula nibh. Duis ac tellus mattis turpis posuere dignissim. Donec elementum nisl in ultricies ultrices. Nullam vitae laoreet diam, mattis feugiat enim. In rhoncus quam ut faucibus interdum. Curabitur sodales vel arcu in lacinia.
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