Campaigns to End Violence against Women and Girls - Virtual ...

For guidance on exit, adapting and scaling-up strategies or how to transfer a campaign
model to others, see Exit, Adapting and Scaling-up Strategies under Campaign
Strategy.
Example: The Women’s Initiative for Gender Justice (WIGJ) was created by the
Women’s Caucus of the ICC upon completion of its successful advocacy campaign to
ensure gender-based crimes are fully part of the International Criminal Court (ICC)
mandate and procedures. WIGJ is based in The Hague, monitors ICC activities and
takes action when women’s issues may be neglected by the ICC. For example, WIGJ
organized a visit to Northern Uganda in 2004 when it appeared that crimes against
women did not receive sufficient attention in the Court’s on-going investigation of the
situation. After that visit, the ICC contacted some of the women’s groups in Uganda to
address this gap.
Source: Personal communication with Vahida Nainar, former Director, WIGJ.
ISSUES TO CONSIDER WHEN ENDING A CAMPAIGN
If a campaign does not reach its goal, is it a bad campaign?
In an unfortunately not uncommon scenario, the planned time-span for the campaign
has elapsed; activities have been carried out as intended; and resources have been
depleted. But the goals have not yet been reached, the outcomes produced are
disappointing, and there are no resources available to continue.
Thorough strategic planning and regular monitoring can reduce the risk of such
disappointing situations, but ultimately, even a good campaign can fail, as there are
often many external factors at play which lie beyond the control of campaigners. Such
factors can include unexpected shifts in the public policy environment, natural disasters,
political crises, economic downturns, etc.
In addition, perhaps the wrong goal was chosen, but valuable outcomes have still been
achieved. These outcomes can help shape future efforts to re-strategize and modify
goals in new or revived campaigns.
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Campaigns December 2011