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

three sets of questions: (1) Is the radio station working effectively internally and do the
volunteers have contracts, rights and clearly defined duties?
(2) Do the programmes respond to the interests of the public? Are they well researched,
using culturally relevant formats such as story telling, songs, proverbs and music? Are
they considered good and effective by listeners? (3) Does the radio station create
desired development and social change (determined by the original baseline research)
within the community?
Source: (abstract) Jallov, B., 2005. Assessing community change: development of a
‘bare foot’ impact assessment methodology, UNESCO/UNDP Mozambique Media
Development Project.
Monitoring by cellphone: WE CAN in Tanzania
In Tanzania, the Tunaweza (“We Can”) campaign alliance uses mobile telephony to
monitor outcomes. Tunaweza encourages individuals – women and men, girls and boys
– across society to pledge to eliminate VAW in their own lives, and to promote nonviolence
within their social circles. Mobile telephony is wide-spread in Tanzania, so
Tunaweza alliance members gather the mobile telephone numbers of these “change
makers” at the moment when they take their pledge, and then call up a sample of
“change makers” at regular intervals to find out about “change maker” activities and their
effects. These are recorded in writing, shared in campaign team meetings and used as
case studies when reporting to the media and to donors. The Tunaweza alliance’s “flat
rate” mobile telephony subscriptions with all major providers makes the process easy
and resource efficient.
MEETINGS FOR MONITORING
Meetings are not only an internal communication tool, but also key opportunities to
gather and analyze information for monitoring purposes. In turn, monitoring results need
to be fed into management meetings so that decisions are based on robust evidence.
� Briefings, e.g. team and activist meetings before campaign events to plan for the
activity, and debriefings shortly after the activity takes place, should be recorded in
writing. A one-page form recording only the key information is mostly sufficient.
� Regular team meetings are meetings at short intervals (e.g. weekly) with lead
members of the campaign team, or specific task forces or activists’ groups, to review
recent campaign actions, outcomes and any key changes in the context. Team
meetings should be action-oriented and conclude with agreements on action,
recorded as “action points”. At each meeting, “action points” from previous meetings
can be reviewed to verify progress.
� Quarterly Reviews usually review progress towards objectives every three months.
In addition to key issues raised at team meetings, they may contain an evaluative
element – i.e. to assess whether the activities over the past quarter were effective
and efficient.
Practical tips for quarterly reviews:
Ask lead members of the campaign team and its task forces to present short overviews
of the key activities, successes and challenges over three months. Report sheets of
regular team meetings can be a basis for this report.
Review key outcomes, including unintended outcomes – positive and negative ones.
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Campaigns December 2011