Behaviour Change & Social Marketing

A Check List for CEO’s

Think Paper: Summer 2010

The Checklist
managing behaviour change
The Checklist 
or social marketing
This checklist has been This checklist is for
programmes to respond to
designed for Chief Executive Chief Executive
the twelve questions in the
Officers and other senior staff
checklist so that a thorough Officers and other
who are not directly
review and quality
responsible for commissioning senior staff who are
assurance process is
or managing behaviour
undertaken prior to any not directly
change or social marketing
responsible for
commissioning or
managing Behaviour
The shift from a product and service
orientation towards a customer focused Change or Social
orientation has been profound in the private Marketing
sector but much less marked in the programmes but
public sector
who are ultimately

programmes but who
ultimately responsible for such
programmes. This check list
may also be helpful to Non-
Executive Board members
who oversee such activity.
It is recommended that senior
staff require those responsible
for commissioning and / or,
developing programmes, or
internal staff responsible for
are proposals being signed off. responsible for their
It is also advisable when delivery. This list
considering the allocation of may also be helpful
budgets for behaviour to Non-Executive
change or social marketing
Board members who
programmes to consider
making these allocations in oversee such activity
three distinct phases. First,
a budget should be allocated
for the development of a
scoping report. On
completion of a successful
and persuasive scoping report
senior officers should consider
allocating a development
budget to allow those
responsible to develop and
test their plans and come
forward with a full business
plan and proposed
implementation budget.
A third budget for delivery and
full evaluation should only be
allocated if the business case
that is presented can stand up
against the following twelve
quality assurance questions:
Check List for CEO’s and
Senior Officers:
1 theory and / or models of
Does the programme have
clearly defined aims and
SMART objectives?
Yes/No/ Unclear
2 managing the programme
Are the outcome measures
appropriate and is there a
plausible means of collecting
and analysing the data?
Yes/No/ Unclear
Tel: 01428 751 475
Jeff.French@strategic-social-marketing.org
3
Is there a proposed use of 8
econometric analysis to Have current and potential
measure the impact of the future stakeholders and
programme in terms of VFM, partners in the public, NGO
ROI and CBA? and private sector and
Yes/No/ Unclear community been identified
and their contributions to the
4 aims of the programme
agreed?
Are the proposed
interventions targeted at Yes/No/ Unclear
specific population groups? If
so, are the target groups 9
clearly defined via a robust Has a clear and congruent set
segmentation? of interventions based on
Yes/No/ Unclear theory, insight, evidence and
data been set out?
5 Yes/No/ Unclear
Have those who are
responsible for managing the 10
programme developed Has a PESTLE (Political,
research insight that explains Economic, Sociological,
why people act as they do and Technological, Legal, and
what would help? Environmental) analysis been
Yes/No/ Unclear completed?
Yes/No/ Unclear
6
Is the programme informed by 11
Is there a strong business
behaviour change? case for the budget allocation
Yes/No/ Unclear for each stage of the
programme?
7 Yes/No/ Unclear
Have those responsible for
12
completed an audit of existing Is there demonstrable support
knowledge about : 1) What for the prosed interventions
are effective interventions in from the target audience?
the field, 2) What action is Yes/No/ Unclear
currently underway nationally
and locally ?
Yes/No/ Unclear
www.strategic-social-marketing.org.
Mobile: 0788 389 4802.