Behaviour Change & Social Marketing A Check List for CEO’s

Think Paper: Summer 2010

The Checklist
The Checklist This checklist has been managing behaviour change or designed for Chief Executive Officers and other senior staff who are not directly social marketing  programmes to respond to the twelve questions in the checklist so that a thorough review assurance undertaken and quality is any

This checklist is for Chief Executive Officers and other senior staff who are not directly responsible for commissioning or

responsible for commissioning or managing behaviour

process prior to

change or social marketing

The shift from a product and service orientation towards a customer focused orientation has been profound in the private sector but much less marked in the public sector
programmes but who are proposals being signed off. It is also advisable when considering the allocation of budgets for behaviour

managing Behaviour Change or Social Marketing programmes but who are ultimately responsible for their delivery. This list may also be helpful to Non-Executive Board members who oversee such activity

ultimately responsible for such programmes. This check list may also be helpful to NonExecutive Board members

change or social marketing programmes to consider

who oversee such activity. It is recommended that senior staff require those responsible for commissioning and / or, developing programmes, or internal staff responsible for

making these allocations in 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 budget to a development allow those


Is there a proposed use of econometric analysis to measure the impact of the programme in terms of VFM, ROI and CBA? Yes/No/ Unclear


responsible to develop and test their plans and come forward with a full business plan and proposed Are the proposed interventions targeted at specific population groups? If so, are the target groups clearly defined via a robust segmentation? Yes/No/ Unclear

Have current and potential future stakeholders and partners in the public, NGO and private sector and community been identified and their contributions to the aims of the programme agreed? Yes/No/ Unclear

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 6

Has a clear and congruent set of interventions based on theory, insight, evidence and data been set out? Yes/No/ Unclear

Have those who are responsible for managing the programme developed research insight that explains why people act as they do and what would help? Yes/No/ Unclear

Has a PESTLE (Political, Economic, Sociological, Technological, Legal, and Environmental) analysis been completed? Yes/No/ Unclear

Does the programme have clearly defined aims and SMART objectives? Yes/No/ Unclear

Is the programme informed by theory and / or models of behaviour change? Yes/No/ Unclear

Is there a strong business case for the budget allocation for each stage of the programme? Yes/No/ Unclear

Are the outcome measures appropriate and is there a plausible means of collecting and analysing the data? Yes/No/ Unclear

Have those responsible for managing the programme completed an audit of existing knowledge about : 1) What are effective interventions in the field, 2) What action is currently underway nationally and locally ? Yes/No/ Unclear

Is there demonstrable support for the prosed interventions from the target audience? Yes/No/ Unclear Tel: 01428 751 475 Mobile: 0788 389 4802.

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