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A community-driven social marketing approach to policy development

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This presentation at the World Social Marketing Conference presents a rationale for expanding the scope of social marketing to change markets through policy change to improve health. The original community-based prevention model has been re-imagined as a process to guide community coalitions in the selection and marketing of policy options. The presentation highlights the basics of this approach, and describes its implementation in Lousiville, KY by a coalition tackling childhood obesity. What began as an idea to focus on schools became a much larger environmental and policy initiative as the coalition used the revised CBPM process to arrive at innovative approaches for addressing food deserts and dual use of school facilities.

Veröffentlicht in: Gesundheit & Medizin
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A community-driven social marketing approach to policy development

  1. 1. A Community-Driven SocialMarketing Approach forPolicy DevelopmentR. Craig Lefebvre, PhDRTI InternationalUniversity of South Florida College of Public HealthWorld Social Marketing Conference, Toronto, Ontario 22 April 13
  2. 2. What is Social Marketing?
  3. 3. The Shift•From victim-blaming to marketFrom victim-blaming to marketinefficiencies and failuresinefficiencies and failures•From individuals to communitiesFrom individuals to communities•From producer focused to co-From producer focused to co-creationcreation•From behaviors to organizationalFrom behaviors to organizationalpractices and policiespractices and policies
  4. 4. What is social marketing?Viewing ideas,practices, andsocial causesin the context ofmarkets.
  5. 5. Markets Are the Context for Risk– Not People…someone whohas a personalor situationaldisadvantagein themarketplacethat mightcreate negativeoutcomes for theindividual or
  6. 6. Market Failures in the HealthMarketplaceValueEvaluationImperfectCompetitionOpportunityCostsNeeds ofDifferentGroupsInformationAsymmetry
  7. 7. Community Participation in SocialMarketing (McKee, 1992)• Community understanding of the sources andpotential solutions to health and social puzzles• Freedom from dependence on professionals• Use of local knowledge and expertise• Proposed solutions and their implementation fitlocal needs and are tailored to the local context• Responsibility for the project for both the short andthe long term• Deliver products and services at lower cost• Accomplish more• Increase potential for sustainability
  8. 8. A synthesis of advocacy, socialmobilization and social marketing
  9. 9. Co-creation in Social MarketingIdentifying problemsSetting objectivesConducting researchMobilizing resourcesPlanning and implementing strategiesTracking and evaluating progress towardprogram objectives
  10. 10. Behaviors to practices and policies
  11. 11. Community-Based PreventionMarketing (CBPM; original)Mobilize the communityDevelop communityprofileSelect target behaviors,audiences andinterventionsBuild communitycapacityFormative researchStrategydevelopment fordesigning or tailoringthe interventionProgramdevelopmentProgramimplementationTracking andevaluation
  12. 12. CBPM Plan ComponentsActual product What behaviorbehavior will we promote?Priority population Which segments will we give the greatest priority in ourprogram planning?Core product Which benefits will we promise?Position How can we best distinguish our product from thecompetition?Augmented product Goods and services to enhance adoption?Price How can we lower costs and other key barriers ?Placement Which partners should we mobilize? Which distributionchannels should we use?Promotion Which spokespersons, information channels, messagedesign guidelines, and activities should we use?
  13. 13. Ecological Perspective
  14. 14. Integrated Marketing Plan
  15. 15. Policy Development Case Study
  16. 16. CBPM2 - Flow ChartStep 1:CreateFoundationGet Ready!Get Ready!Select policySelect policyGet Set!Get Set!Develop StrategyDevelop StrategyGo!Go!Implement StrategyImplement StrategyStep 2:ReviewPolicyOptionsStep 3:SelectPolicyStep 4:SelectPriorityAudiencesStep5:ConductResearchStep 6:DevelopStrategyStep 8:AdvocateForPolicyStep 7:MonitorAndEvaluate1.1. What do we need for success?What do we need for success?4. Whose support do we need?4. Whose support do we need?2. How do we change it?2. How do we change it?3. Which policy should we promote?3. Which policy should we promote?5. How do we get their support?5. How do we get their support?6. How should we promote the policy?6. How should we promote the policy?7. Are we following the plan?7. Are we following the plan?8. How is it working?8. How is it working?
  17. 17. GET READY!Step 1: Building a Strong FoundationOverviewRoles and responsibilities
  18. 18. GET READY!Step 2: What Should We Change?Review evidence-based policiesReduce set of options
  19. 19. IOM Report
  20. 20. GET READY!Step 3: What Policy Should We Promote?Goal: Select one or two policies to promoteProcess: find best return on investmentimpactpolitical feasibility
  21. 21. CBPMCBPM22Community BasedCommunity BasedPolicy Making and MarketingPolicy Making and MarketingSelect PolicySelect PolicyGET READY!GET READY!ReturnReturn on Investmenton InvestmentHighLowHighLowFeasibilityFeasibilityMidMidCommunity centersJoint useCommunity gardensAccess to health foodsSchool meals
  22. 22. GET SET!Step 4: What Audiences Do We GivePriority?Select those most important to influenceBeneficiariesStakeholdersPolicy Makers
  23. 23. GET SET!Step 5: How Can We Build CommonGround?Understand each group’s viewpointUse insights to build common ground
  24. 24. Formative Research51 neighborhood residentsA group interview with youthSix policy makersSix store ownersFour experts
  25. 25. GET SET!Step 6: How Can We Make It Happen?Create systematic planFrame or position policyStrategies to promote to key audiencesAgenda-setting tacticsCommunication guidelinesOther advocacy activities
  26. 26. Motivating Factors• Creating a more equitable communityCreating a more equitable community• Creating a safer communityCreating a safer community• Streamlining governmentStreamlining government• Quick winQuick win• Making community healthierMaking community healthier• Preserving downtownPreserving downtown• Serving districtServing district
  27. 27. Marketing Questions• Which benefits should we offer?Which benefits should we offer?• How can we frame these policies to optimizeHow can we frame these policies to optimizeperceived value?perceived value?
  28. 28. Policy Goals What is the desired outcome?Policy Targets Whose behavior must change?What do we want them to do?Target Values and Concerns What do they value?What are their major concerns?Causal model What factors motivate them?What factors deter them?Advocacy Frame How should this policy be positionedto make it attractive?Policy Plan Components
  29. 29. Allies What principles should guide policydesign?Who should design the policy?Who should coordinate the policy?Opponents What activities should the coalitionsponsor to advocate for policyenactment and enforcement?Policy Plan Components
  30. 30. Policy Implementation What principles should guidepolicy design?Who should design the policy?Who should coordinate thepolicy?Advocacy Tactics What activities should thecoalition sponsor to advocate forpolicy enactment andenforcement?Measures of Success How will we monitor progress?How will we know we reachedour goal?Policy Plan Components
  31. 31. GO!Step 7: How Well Is It Working?Monitor implementationAssess impactModify activities as necessaryShare resultsCelebrate!
  32. 32. GO!Step 8: Are We Following the Plan?Follow blueprintAdvocacy skillsAgenda settingLetters to the editor and op-edElevator speechesPolicy briefsRapid response mechanism
  33. 33. Good Neighbor StoreGood Neighbor Store
  34. 34. Certification and BrandingCertification and Branding
  35. 35. Better Bites Restaurants
  36. 36. Lessons LearnedNot all coalitions are readyEffective coalitions are unstoppableCoalitions can become eventfocusedUniversity partners are essentialTechnical assistanceFocus on model
  37. 37. Lessons LearnedROI exercise can be difficultMay need to revisit decisionsProcess is not always rationalFraming is keyMust remain flexible
  38. 38. Multiple Streams

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