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

Naturally, not all users will have the same uses for the process or findings.
(Source: Ricardo Wilson-Grau, personal communication).
3. Where and how can the necessary information be obtained and analyzed most
efficiently, if possible using existing campaign resources? Participatory monitoring
involving members of the target audiences builds extra momentum for the campaign.
PRACTICAL TIPS FOR DEVELOPING THE M&E FRAMEWORK
1. Design it in a participatory manner, e.g. in a workshop with the campaign team/
alliance and experienced facilitators who can advise on methods. Intended users of
the information generated by M&E should be involved in every step from planning to
implementation of the M&E framework, so as to make sure it serves the purpose of
the campaign and is “owned” by all relevant stakeholders. Participatory data
gathering involving target audiences can be a good way to enroll new activists.
Example: As part of its Phase I impact assessment, the We Can campaign in South
Asia trained teams of volunteers – young women and men who were part of their target
audiences – to facilitate and take notes in hundreds of interviews and focus groups
discussions with the campaign audience. The process deepened the volunteers’
understanding of social issues in their communities and strengthened their commitment
to the campaign (Aldred & Williams, 2009. We Can: The Story So Far, New Delhi).
See the We Can evaluation.
2. Build the M&E framework around a theory of change or a logical model. In a
log-frame approach, which can be suitable in campaigns for institutional change,
envision the results chain (inputs, activities, outputs, outcomes, impact) and assess
what information on each aspect is crucial for campaign management. Causal links,
i.e. explanations as to how and why campaign activities lead to the desired results,
also need attention. For behaviour-change campaigns, less linear, multi-dimensional
theories of change may be more effective to take into account complex realities. See
Theories of Change in Campaigning in the Campaign Planning section of this
module. (See also Getting Started: A Self-administered Guide to Theory of Change
Development and Advocacy Evaluation Planning, by Organizational Research
Services on behalf of the Annie E. Casey Foundation, 2009.)
3. Be clear as to what you must know and when, and focus on that. Focus on
information essential for the users so as to keep the amount of data manageable and
limit the work-load of those gathering the data. In most campaigns, information is
needed on:
� Process, to verify whether key campaign activities take place as planned;
� Outcomes, to verify key results the campaign achieves – including both
unexpected and undesirable outcomes (e.g. negative reactions to images
displayed on campaign posters), which you need to know about so as to react
effectively;
� External factors that have a strong influence on the campaign and its outcomes,
especially factors identified as risks – but also potential new opportunities.
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Campaigns December 2011