Section: Organisational and Strategic Communication
INNOVATION IN PUBLIC CAMPAIGNS: THE CAMPAIGN STRATEGY INSTRUMENT
Anita VAN ESSEN, HU University of Applied Sciences Utrecht,
Reint Jan RENES, HU University of Applied Sciences Utrecht, Wageningen University,
Joost LOEF, Ministry of General Affairs,
Babs WESTENBERG, Ministry of General Affairs,
Introduction Recent studies show that public mass-media campaigns can contribute directly or indirectly to behaviour change (Snyder et al., 2004; Noar 2006; Wakefield et al., 2010). However, to develop effective campaign strategies to achieve such changes, a practical framework for analysing behaviour and its determinants related to campaign strategies is lacking in public institutions. Therefore, the Dutch governmental institution responsible for mass-media campaigns (Dienst Publiek en Communicatie or DPC) began research into the development of such a practical framework to make public campaigns more effective. A communication development model was formed based on a literature study by Wageningen University, the University of Amsterdam and DPC. This paper describes how the communication development model was implemented in practice.
The objective of this study was twofold. First we looked at whether the participatory approach resulted in the necessary support from communication professionals to adopt the instrument in their daily practice. Furthermore, we investigated how the theoretically oriented communication development model could be developed into a practical instrument.
Method Over a six-month period, various qualitative research methods were used in the four phases of the study: (1) joint exploration of the problem situation, (2) visioning, (3) joint redesign of the instrument, (4) preparation of follow-up activities. In phase 1, interviews were conducted with communication professionals and interactive sessions with their commissioners (ministries) and executers (advertising professionals) were held to explore the existing situation. In addition, three workshops were held with communication professionals at DPC to describe the existing strategic process. In phase 2, a workshop and a focus group were organized to facilitate the formation of a shared vision on the positioning and objectives of the instrument within DPC. In phase 3, communication professionals participated in three workshops for the joint redesign of the communication development model and checklist. In phase 4, follow-up action was specified by the communication professionals involved.
Results and Conclusions The results of this study are twofold, a description of the innovation as a process and a description of the instrument that was developed. During the process, two types of communication professionals were distinguished; those who perceive their role chiefly as process facilitator and those who perceive their role primarily as strategic advisor. Similarly, different role perceptions were observed between commissioners and executers of public campaigns. Furthermore, communication professionals specified important criteria for the instrument: it should be scientifically sound, this should be apparent to the users, and it should enhance the depth of the strategic discussion. To achieve this, a balance had to be struck between simplicity and usability on the one hand and the integration of scientific complexity on the other. Our study resulted in a Campaign Strategy Instrument, consisting of a conversation model, a questionnaire and a workflow description. The conversation model and questionnaire are structured into three stages which refer to steps in the campaign development process: policy analysis, behaviour analysis and determining the campaign strategy. The participatory approach proved essential when developing this instrument, creating ownership and willingness to implement the instrument within DPC.