WaterSense1 Community-Based
Social Marketing Workbook

*

A Guide to Using Social Marketing to Help Plan and
Implement a WaterSense® Behavior Change Campaign FPA

WaterSense

October 2023

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Contents

Before You Begin	3

Step 1: What Is Success: Identifying Purpose, Goals, and Objectives	5

Step 2: Stop, Look, and Listen: Defining Your Research Needs	7

Step 3: The What: Identify the Desired Behavior Change	11

Step 4: The Who: Choose and Prioritize Your Audiences	13

Step 5: Why They Do What They Do: Map Barriers, Benefits, and Motivators	16

Step 6: The How: Plan Your Social Marketing Intervention	18

Step 7: What's the Hook: Creating an Effective Message Strategy	21

Step 8: Who Else Can Help: Identify and Enlist Partners	24

Step 9: Chart the Right Path: Developing a Communications and Implementation

Plan	27

Step 10: Are We There Yet: Creating an Evaluation Plan	31

Share Your Success	33

Appendix A: Step 1	34

Appendix B: Step 2	35

Appendix C: Step 3	36

Appendix D: Step 4	37

Appendix E: Step 5	38

Appendix F: Step 6	39

Appendix G: Step 7	40

Appendix H: Step 8	41

Appendix I: Step 9	43

Appendix J: Step 10	44

Cover photos: Left—Sonoma-Marin Water Saving Partnership, Top Right—Kaua'i County Water Department, Bottom
Right—Kearns Improvement District

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Before You Begin

This workbook explains how WaterSense®
partners can use social marketing theory
to enhance their water efficiency outreach
efforts. This step-by-step guide includes
how-to instructions, tips, and worksheets
to walk you through the social marketing
planning process.

While each of these steps may vary
depending on your particular project, the
U.S. Environmental Protection Agency (EPA)
recommends reading the entire workbook
prior to getting started to get a full picture of
all that's involved in planning and executing
a successful social marketing campaign.

What Is Social Marketing?

Social marketing is a discipline
that uses marketing principles and
techniques to influence behavioral
change in priority audiences that will
benefit society as well as individuals.
It uses communications and other
activities to influence behaviors for
good.

Many of the strategies and tactics
deployed in social marketing
campaigns are similar to what people
have used foryears in traditional
marketing efforts. The difference
is that social marketing focuses
on changing a specific behavior
by overcoming the barriers to that
behavior, then measuring whether
the marketing efforts have made an
impact.

Each section has a corresponding appendix
with worksheets to fill out once you're ready
to tackle individual steps.

Before you get started, it's also a good idea
to identify key partners to participate in
the early stages of your planning process.
Strategic partnerships are described in
more detail in Step 8, but you may wish to
consider engaging certain partners at the
outset and share this workbook with them
so they understand the process.

The planning process steps outlined in this
workbook are as follows:

•	Step 1: What Is Success: Identifying
Purpose, Goals, and Objectives

•	Step 2: Stop, Look, and Listen:
Defining Your Research Needs

•	Step 3: The What: Identify the
Desired Behavior Change

•	Step 4: The Who: Choose and
Prioritize Your Audiences

•	Step 5: Why They Do What They
Do: Map Barriers, Benefits, and
Motivators

•	Step 6: The How: Plan Your Social
Marketing Intervention

•	Step 7: What's the Hook: Creating an
Effective Message Strategy

•	Step 8: Who Else Can Help: Identify
and Enlist Partners

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•	Step 9: Chart the Right Path:
Developing a Communications and
Implementation Plan

•	Step 10: Are We There Yet: Creating
an Evaluation Plan

If you have any questions about this
workbook or WaterSense, contact the
WaterSense Helpline at (866) WTR-SENS
(987-7367) orwatersense@epa.gov.

Why Use Social Marketing for Water
Efficiency?

Social marketing has been used for decades
in the public health and environmental
arenas. Social marketing has helped
promote issues such as energy efficiency,
recycling, and water efficiency. Changing
water-using behaviors is a perfect challenge
for a social marketer. We know that
information, tools, and, in many cases,
incentives are available to help people use
less water. However, many people have yet
to change their behavior. Social marketing
techniques can help water utilities and
other organizations identify specific
behavior changes they want to see in their
communities or customers and design
campaigns that overcome those barriers.

Social Marketing Campaign
Example: Southwest Florida Water
Management District "Skip a Week"
Campaign

The "Skip a Week" Yard Watering
Campaign by the Southwest Florida Water

Management District (SWFWMD) is an
example of using social marketing to boost
water conservation efforts. By helping
residents overcome misconceptions about
the amount of water required for healthy
lawns and to reduce yard water use, the
campaign effectively demonstrates the
collective power of individual actions in
conserving water.

Through five videos, the campaign delivered
a clear message that resonated with its
audience, focusing on the behavior of
reducingyard irrigation to no more than
every other week for several winter months.
With data-driven insights incorporated
from formative research and a two-year
pilot program, the campaign optimized its
approach, minimizing planning costs for
partners while maximizing impact.

The campaign validated its success and
provided a roadmap for future initiatives
through measured outcomes and robust
data analysis. WaterSense partners can
draw inspiration from this impactful
campaign, leveraging its strategies to drive
meaningful water conservation progress.
The "Skip a Week" campaign presents a
compelling case for partners to follow,
guiding us toward a more sustainable
and water-aware future. This workbook
uses the Florida project as an example to
demonstrate how to plan a water efficiency
social marketing campaign and includes
worksheets to help WaterSense partners
develop their own social marketing efforts.

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Step 1: What Is Success:

Identifying Purpose, Goals,
and Objectives

Identifying your program's purpose, goals, and
objectives is the most important step in the social marketing planning process. Careful
articulation of this step will help guide everything you do in steps 2 through 10.

It is important to make sure you have internal alignment within your organization about your
purpose, goals, and objectives so that your team and management are in agreement about
what you are trying to accomplish.

Clear definition will allow you to make smart decisions about your marketing strategies and
tactics, as well as make efficient use of your resources. Keep in mind that you may also
need to do some baseline research (using methods outlined in Step 2) to fully understand
which goals and objectives are the most appropriate and realistic foryour program.

Your purpose is whyyou are doingwhatyou are doing. Goals are what you wantto
accomplish with your social marketing program, and objectives are how you will get there.

•	Your Purpose ties back to why your organization is doing the program. Your purpose
can be for internal use only or communicated externally if it aligns with the message
strategy foryour priority audience. For example, save water in your community to
ensure supply for future generations.

•	Goals are what you are trying to achieve and should be long-term and broad (e.g.,
reduce per-capita water consumption).

•	Objectives should focus on the desired behavior changes, be specific and
measurable, and should tie directly to one or more of yourgoals (e.g., have 20,000
WaterSense labeled toilets installed in homes in the first year, reduce outdoor
water use by 20 percent).

Tips

•	Create one goal that addresses your overall marketing program success: What does
success look like two, five or 10 years from now?

•	Goals should tie into your purpose.

•	There is no set number of objectives; determine what is needed to help you reach
your goal.

•	Be realistic about your expectations; don't aim too high or too low.

•	Make sure you have a way to measure each objective.

•	Objectives aren't set in stone. They may end up changing over time as you work
through the steps and as you implement your program.

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Pitfall to Avoid

Objectives are not measurable. It is important to ensure that you set measurable
objectives up front. You need to figure out how you are going to measure against your
objectives. What data do you need? How will you collect it? If your objective is not
measurable, you need to redefine it and find one that is.

"Skip a Week" Example

The SWFWMD wanted to reduce outdoor water use during cooler months. Data from the
University of Florida told them that lawns only needed to be watered every 10-14 days
during the cooler months while most residents had a habit of watering weekly all year. They
framed a campaign with the following Purpose, Goal, and Objectives:

Example Worksheet #1: Purpose, Goals, & Objectives

Purpose: Ensure adequate water supplies

Goal: Reduce wasteful outdoor use of water

Objectives	How Measured?

Objective: Reducing yard irrigation to no more	Pre- and post-campaign survey

than every other week from Decemberthrough

February.

Objective: Overcome misconceptions about the Pre- and post-campaign survey
amount of water required for healthy lawns.

See Planning Worksheet in Appendix A.

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Step 2: Stop, Look, and
Listen: Defining Your
Research Needs

Research is a necessary part of the planning process.

Effective social marketing campaigns and materials are grounded in research. Research
should be used to understand priority audiences' current actions and identify what they
think and feel about the subject matter and behaviors. It can also be used to help evaluate
a program's effectiveness.

Research Tools

Quantitative research involves creating a statistically relevant profile of your priority
audiences or information by the numbers. It is ideal for identifying and compiling data on
audience demographics (age, income, etc.); current behaviors (how they act); and attitudes
(how they think or feel). Possible sources include online, mail, or phone surveys.

Qualitative research delves deeper into that community's beliefs and values and can
be used to test messages and concepts. Usually conducted with a smaller number of
priority audience members, it should be used as a guide for decision-making on specific
strategies. However, it should not be used to predict the behavior of your priority audience
at large, because the sample sizes are too small to extrapolate widely. Possible sources
include focus groups or one-on-one interviews.

Observational research tools are some of the best types of research in helping plan and
evaluate a social marketing campaign. Observing the behaviors of your priority audience
group can provide insights that you might not receive through research that relies on people
self-reporting their behaviors. It can also provide accurate pre- and post-campaign data for
evaluating behavior change from your efforts. An example of using observational research
to help plan a campaign would be observing how and when people water their yards and
lawns. An example of using observational research for evaluation would be observing lawn
watering behaviors before and after a campaign.

Choosing the Right Research

It is important to note that different research techniques have different levels of
investment. Online surveys, targeted interviews, and diaries can be a cost-effective way to
gain information. More involved techniques such as focus groups can be more expensive,
so make sure you are conscious of your budget when creating your research plan. If you
have a limited research budget, low-cost methods can still provide valuable insight.
Research does not need to be expensive, but it does need to be conducted with members
of your priority audience. Picking the right research for your needs is a key step in your
planning process. See the table on page 8 for things to consider when selecting research.

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Before you embark on creating new research, look for existing sources first and fill in the
gaps. Existing research sources include studies or surveys conducted by others that have
examined the same type of information you are trying to gather. Consider the following
examples:

Types of Research How It Is Used

Things to Consider

Quantitative surveys
(online, mail or
phone)

To gather statistically
significant data about
your audience, such as
who they are and how
they think, feel, and act

To gather baseline
data for evaluation and
tracking

People are less likely to answer cell
phones if they don't recognize the
number, which has made it harder
to get representative samples from
telephone surveys.

Include a series of screening
questions up front to ensure you
are gathering data from your priority
audience.

Online surveys have become the norm
for quantitative polling and have the
advantage of allowingyou to show
visual items.

Focus groups (in-
person or online)

Intercept surveys
(one- on-one
surveys at malls,
parks, etc.)

Behavioral
observation (in
person or via video)

To test messages

To test creative concepts

To delve deeper into
audience values and
motivations

To test messages
To test creative concepts

To learn the specifics of
how your audience is
doing the behavior you
want to change

Can also be used
to measure actual
behaviors before and
after your campaign
intervention

One vocal participant can influence
the whole group. You can get around
this by incorporating some exercises
where you have participants write
down their initial reactions or thoughts
to items you want to test before you
open it up for group discussion.

You will need to offer incentives for
participation; the bigger the incentive,
the less time you will need to spend on
recruitment.

You need to keep surveys short—5 to
10 minutes.

Go to locations where your target
audience gathers.

If yourcampaign is behavior-based,
observation is a great way to get
insight into howyouraudience
behaves. For example, recruit a group
of households in your area that would
agree to have their water meter or
fixtures in their home monitored over a
period of time to see when and where
they are using the most water.

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Executive interviews
(in-person, phone,
oronline)

• To gather input from
influencers and subject
matter experts on
program design and
marketing strategies

• You can use these interviews as an
opportunity to brief key participants
about your efforts, as well as gather
information.

Diaries (priority
audiences keep
a diary of their
behaviors and
feelings)

• To determine behaviors,
as well as the barriers
and motivations for
changing a behavior

• Try to design a methodology so that
it is not obvious what you are trying
to figure out. You can do this by
having them track their behaviors and
thoughts around several activities
rather than just what you are
interested in.

•	Local universities and graduate students conduct academic studies; consider
using their research or inquire whether students would be willing to conduct
primary research on your behalf as part of their studies.

•	Environmental organizations and foundations often have research they are willing
to share.

•	Local media (e.g., local television stations and newspapers) often have useful data
on priority audiences. If advertising may be part of your marketing plan, you can
request the media priority audience segmentation information from the various
media outlets.

•	Local data sources, including other city departments, state agencies, and mission-
driven nonprofit organizations, may exist.

•	Federal government data sources such as the U.S. Census data can provide
relevant information foryour region.

Tips

•	Use research to accomplish the following:

o Help define or narrow your priority audiences,
o Identify current actions related to your possible behavioral changes,
o Find out what your audiences think and feel about the issue,
o Test messages and approaches.

Pitfall to Avoid

Failing to trust the research. There is a strong bias to believe that our own assumptions
are an accurate reflection of how others feel. This can lead people to insert bias into the
interpretation of research results. It is critical that you trust the research and don't let
your opinions orthe opinions of others (who are not part of the priority audience group)
influence decisions in a way that is counter to what you learned in the research.

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"Skip a Week" Example

The SWFWMD used a combination of research sources to inform the campaign. They
evaluated secondary research and data from the University of Florida, as well as water use
statistics to help define the scope and behavior change of the campaign. They used both
quantitative surveys and focus groups to identify priority audience groups, then identified
the barriers and possible motivators to them changing lawn watering behaviors in the
winter months. Findings from these research approaches will be outlined in further steps of
this workbook.

Example Worksheet #2: Defining Your Research Needs

What information do we need?

How often does grass need to be watered in
winter months?

Where are households consuming/wasting
the most water?

Who is the priority audience that could be
receptive to watering lawns less frequently?

What are their barriers and potential
motivators for watering less frequently?

Test effectiveness of messages and ad
concepts

Program evaluation

How can we get it?

University of Florida data
SWFWMD data
Survey of 802 residents
Focus groups
Focus groups

Pre- and post-campaign survey of 1,152
homeowners

See Planning Worksheet in Appendix B.

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Step 3: The What:
Identify the Desired
Behavior Change

oj- irrigation

In this step, you want to determine the specific desired behavior changes that are the
most direct path to achieving the program goals. Choose your desired behavior changes by
evaluating the following factors:

•	The potential impact of each behavior change.

o Impact: Will the desired behavior change have a large impact on achieving
your goals?

o Probability: Are people likely to change?

o Behaviors with high potential impact and high probability of change are good
targets.

•	Is the behavior end-state?

° Does it provide the desired outcome?

•	Is the behavior non-divisible?

o The behavior cannot be divided into smaller chunks.

Use this chart to map your potential behavior changes. You are most likely to be successful
with your social marketing campaign if you pick behaviors that fall into the top right
quadrant.

High

Impact

Low



Behaviors with good
potential in the
quadrant





Low Probability High
of Change

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Tips

•	If you have multiple behaviors you want to address, consider spacing them out so
that you focus on one behavior at a time.

•	Sometimes there are several steps that your audience needs to take before the
end-state desired behavior change. Each step could have its own barriers and
motivators. If this is the case for your behavior, it can be useful to map the steps in a
behavior chain, then identify where you need to start with your audience.

Pitfall to Avoid

Choosing too many behaviors. If you try to tell people too many directions, theyare likely
to do nothing. It is important to focus on one behavior at a time. And, yes, this can be hard.
As social marketers, we have so many things we want people to do that it is tempting to
try and "get it all in" at once. Avoid this urge and instead do a good job at addressing one
behavior at a time. You will be more successful at changing behavior in the long run.

"Skip a Week" Example:

The Skip a Week campaign focused on one specific behavior change: Reducingthe
frequency of outdoor irrigation to once every other week during a winter period from
December through February.

Example Worksheet #3: Desired Behavioral Changes

Desired
Behavior

Impact

Probability of
Change

End-State?

Non-Divisible?

Reduce yard
irrigation
to no more
than every
other week
December
through
February

High; potential
to reduce a
large amount
of water use

High; barriers
can be

overcome with
motivators

Yes; the
behavior will
reduce water
use

Yes; the
behavior is
a singular
activity that
will lead to less
water use

See Planning Worksheet in Appendix C.

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Step 4: The Who: Choose
and Prioritize Your
Audiences

Priority audiences are individuals or groups of
community members that your program needs
to influence in orderto change behaviors. These
audiences will play a number of roles in your social
marketing campaign's success, so it is important that you divide them into appropriate
categories. This will allowyou to identify the role each audience segment will play and
make it easier to prioritize your outreach to each segment.

For this step, you should start with brainstorming all the potential audiences that have a
role in the behavioryou are tryingto change. When brainstorming, make sure you consider
audiences that you may not intend to reach directly—they may still play a role in your
program.

Once you have your brainstormed list, work to categorize audiences based on the role they
play in changingthe desired behavior. It is possible to have your audience fall into more
than one category. Below are three audience categories to consider:

•	Primary: Those whose behavior you are trying to change.

•	Influencer: Those who can influence the primary audience to change their behavior.

•	Gatekeeper: Those who can prevent or facilitate access to the primary audience.

After categorizing your different audiences, you must now choose which of these you will
consider your priority audiences—those who can most quickly and efficiently get you to
your goal.

Once you have identified your priority audiences, it is important to gain a deeper
understanding of the people in each group. To get a comprehensive understanding of your
priority audience members, examine the following characteristic levels. You may already
have some of this information from Steps 1 through 3, but this is your chance to make sure
you have learned all you can about your priority audiences:

•	Demographics: Who they are based on age, income level, gender, geography, etc.

•	Behavioral Characteristics: How they act now in relation to the behavioral change
you are seeking.

•	Psychographics: What they feel, their attitudes, values, lifestyles, and opinions.

Create a profile of each priority audience based on this information. This profile will help
guide you in decision-making for the rest of the social marketing planning process.

Athens-Clarke County Public Utilities
Department's packets designed for apartment
renters.

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Another important step is to consider where your audiences sit on the behavior change
continuum illustrated below. It is important to note that behavioral science research
has shown that there is no correlation between awareness and a person changing their
behavior. However, awareness is a necessary first step for many social issues. On this
continuum, an audience first becomes aware of the issue (awareness), and then they need
to learn a little more about the issue and the desired behavior change (understanding).
Once they are informed, they need to develop a personal connection to the issue by
understanding how the benefits they could receive outweigh the barriers to changing their
behavior (relevance). This is the most important step on the behavior change continuum,
as it is where the audience develops a personal connection to the issues/behavior. Once
relevance is established, the audience tries the behavior for the first time (behavior
change). It is critically important that the audience has a good experience when they try the
behavior (satisfaction) so they are willing to repeat the behavior and form a habit (loyalty).
The loyal customer of the behavior can now advocate for the behavior with others, feeding
awareness and growing a social norm.

For each priority audience, identify the behavior you want to
change and map your audience on the behavior change continuum:

Audience becomes
loyal to behavior;
influences peers;
social norm develops

Audience has
good experience;
habit develops

Audience consciously
changes behavior

Audience becomes
aware of issue

Audience is educated

about issue

Audience develops
personal connection;
benefits overcome
the barriers

Tips

Try to avoid making assumptions based on the way you think or feel. You are not the
target audience (you know too much about the subject).

Choose the priority audiences that are most likely to be receptive to your issue, e.g.,
lowest hanging fruit first.

Build a profile of each priority audience segment to help guide the rest of your
planning process.

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Pitfall to Avoid

Thinking your audience is "everyone." Your audience is NOT "everyone" or the "general
public." If you try to be everything to everybody, you will not be anything to anybody. To
be effective you must define who your audience is in terms of the barriers, benefits, and
motivators related to your desired behavior change. This will never apply to everyone. To be
effective, you need to segment your audiences so you can create custom strategies with
unique barriers and unique motivators.

"Skip a Week" Example

The SWFWMD regional service area distributes water to 16 counties in west central
Florida. This campaign targeted a geographic segment that was affected by the drought.
The primary audience was decision-makers regarding lawn-care in households that had
irrigation systems. The survey identified that about 50 percent of these households tended
to use more water on their lawns than was recommended and were also interested in
learning how to reduce water use.

In addition to the primary audience, several influencer audiences were identified that could
help spread messages forthe campaign. Homeowners' associations were identified as
an audience that was a potential influencer but also posed as a potential gatekeeper for
outdoor watering behaviors.

Example Worksheet #4: Audience Brainstorm and Categorization
Audience	Primary	Influencer Gatekeeper Priority?

Households that water	X	Yes

their landscape with
an automatic irrigation
system

University extension	X	Yes

agents

Master gardeners	X	Yes

Homeowners'	X	X	Yes

associations

See Planning Worksheet in Appendix D.

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Step 5: Why They Do What
They Do: Map Barriers,
Benefits, and Motivators

Once you know what behaviors you want your priority
audience to adopt, the next step is to analyze the
barriers that are preventing them from doing the
desired behaviors, and the possible benefits and motivators that could overcome those
barriers.

Barriers are the things that stand in the way of the audience changing its behavior, while
benefits and motivators help overcome
the barriers to spur change. Correct
identification of barriers is one of the
most important steps. Effective social
marketing campaigns define and address
the specific barriers to each behavior and
use specific motivations and benefits
to overcome those barriers. You should
determine what barriers, benefits, and
motivators exist for each priority audience
group in relation to the desired behavior
change—these factors will affect the
audience members' ability to take action.

Tips

•	Try to avoid making assumptions
based on the way you think or
feel. You are notyour audience
(you know too much about the
subject).

•	Make sure you gather enough
deep information about your
priority audiences. It is important
to know their attitudes and beliefs
about the subject and what
motivates them to act on an issue.

•	Try to define the one primary
barrier to your desired behavioral
change. This information is
imperative when creating a

F

I'm switching my showerhead
to save 2,900 gallons of water per year.

Citrus County Utilities employees sharing
why homeowners should switch to
WaterSense labeled showerheads.

Barriers

Anything that reduces the probability
of a person engaging in the desired
behavior

•	Internal barriers: Knowledge,
motivation, perceptions,
assumptions

•	External barriers: Lack of access,
difficulty, cost

Benefits

Anythingthat increases the probability
of a person engaging in the desired
behavior

•	Intrinsic: Personal reward for
changing behavior—What's in it for
me?

•	External: Benefiting others, society,
community, or world

Motivators

Things that will motivate the audience
to act to change their behavior

•	Example: Incentives and trainings
that make the behavior easy and
convenient

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social marketing strategy that can overcome the barrier and lead to your desired
behavioral change.

• Re-evaluation may be necessary at this stage. If your barrier is too large to
overcome, you may need to go back and choose another behavioral change you
can realistically impact or increase your benefits and motivators to overcome the
barrier.

Pitfall to Avoid

Buried in barriers. It is often very easy to come up with a long list of barriers that are
preventing the desired behavior change. The key is to really narrow them down to the top
one or two things that are preventing change for your audience. Since you will be working
to overcome key barriers through the strategies you choose and your messaging, you need
to be singularly focused on overcoming the primary barrier that is in the way of change for
your audience.

"Skip a Week" Example

The survey and focus group research conducted by SWFWMD identified the barriers,
benefits, and motivators to reducing the frequency of lawn watering in the winter. The
primary barrier was concerns about lawns dying if not watered weekly. This barrier could
be overcome by hearing from trusted sources, including neighbors, that overwatering could
actually harm your lawn and that watering less could save both water and time.

Example Worksheet #5: Barriers, Benefits, and Motivators to Desired

Behavior Change







Desired Behavior Change: Reduce lawn irrigation to no more than every other week

| December through February



I

Priority Audience

Barriers to Behavior

Benefits for

Motivators for

Change

Behavior Change

Behavior Change

Receptive

Key Barrier:

Key Benefits:

Key Motivators:

households that
water their landscape
with an automatic
irrigation system

•	Worried that
lawns will die

Other Barriers:

•	Habit

•	Protect lawn
health

•	Save time

Other Benefits:

•	Neighbors not
thinking they
water too much

•	Save water

•	Knowledge that
overwatering
can harm lawns

•	Hearing from
neighbors

Other Motivators:

•	Knowledge
that lawns do
not need to be
watered weekly
in winter months

See Planning Worksheet in Appendix E.

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Step 6: The How: Plan
Your Social Marketing
Intervention

This step is where you prioritize and choose what
social marketing tools will work best to influence
behaviors amongyour priority audiences. Start
by picking the primary tool/intervention that your
social marketing campaign will be built around.

•	What one thingwill be key to overcoming the barrierto behavior change?

•	What secondary tools could you use as well?

Social Marketing Tools:

The following social marketing tools are examples of evidence-based strategies that have
been proven to help change consumer behaviors. You'll want to pick tools that have the
best fit for your program, your priority audience, and the behaviors you are trying to change.

•	Commitments: Making a commitment to change a behavior makes it more likely
that people will follow through. The more visible and durable the commitment is,
the more likely the audience will follow through. A visible commitment is one that is
publicly shared. A durable commitment is one that persists and can be witnessed
overtime. It is also important to note that commitments made in writing are more
effective than verbal.

•	Social Norms: People will change their behaviors if they believe most people have
done so. If your issue has a social norm present (most people already do the desired
behavior), it can be a powerful strategy to point that out to the priority audience
group you are trying to influence.

•	Social Diffusion: Peer and reference groups (friends/family, people they work/go
to school with, people in their geographic vicinity) spread behavior change through
conversations, interactions, and observation of each other. Looking for ways to spur
social diffusion within your priority audience groups is an effective social marketing
tool for many campaigns.

•	Prompts: Placing reminders to act as close to the location of the behavior as
possible (for example signage or mobile/text reminders).

•	Communication: There are many communication tools that can be employed by
social marketers. These tools seek to capture attention, overcome barriers with
motivators, and highlight benefits. Examples include advertising, media relations,
social media, and digital media. It is important to pick the tools/channels that
have the best reach to your priority audiences. In Step 9, you will create your
communications plan foryour program.

Metropolitan North Georgia Water Planning District
encouraging residents to chase down leaks at the
Annual Water Drop Dash 5k.

18

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•	Incentives: Providing a tool or discount can help overcome a barrier to changing the
behavior. Incentives can be monetary (e.g., rebates on water-efficient products) or
non-monetary (e.g., free shower timers).

•	Convenience: This stems around making it easy to do the desired behavior. For
example, providing free lawn watering gauges is an example of convenience. Opt-
out versus opt-in strategies are another example of a convenience tool. Many
programs have shown that if people are asked to opt-out rather than asked to opt-in,
there is a much higher rate of participation—think of automatic enrollment in 401K
or organ donation programs.

•	Cognitive Dissonance: Many social issues have cognitive dissonance at play. This
is when people's values and beliefs do not match their behaviors. If this is the case
foryour program, a first step in a campaign can be to point out the dissonance to
your audience.

•	Recognition/Feedback: People want to know that their behavior is making a
difference. Report back with messages such as, "XX percent of people or groups
have committed to do the behavior" or "Thank you, you helped make a difference."
This feedback acts to solidify the behavior habit among your audience by confirming
that they made the right choice and their behavior is making a difference.

The most effective behavior change tactics reach audiences directly. Striving for
personal engagement strategies will help ensure your social marketing efforts
succeed.

a»
cn
c

TO
U

o

>

a>
CO

High

Low

\ One-on
\ personal c

one
ontact







\ Gr<

>up







\ discu!
\ influ

sions/
ence

Persona

ized







medi

>

lmp<
direct

rsonal
contact







(e g- dii

ect mail)

Mass
information/
Advertising

Low +

-~ High

Reach

19

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Tips

•	Pick the tools that best align with the needs of your campaign.

•	Try to include at least one tool that delivers personal, direct engagement.

•	Communications alone as the only tool is typically not enough.

Pitfall to Avoid

Thinking awareness leads to behavior change. It is a logical assumption to make the
conclusion that if someone knows about a social issue or a problem, they will change their
behavior to try and address it. This is not true. Behavioral science research has shown that
awareness alone typically has no correlation to changing behaviors. This finding is the
foundation that the social marketing discipline is built upon. Instead, you need to define
the specific barriers to changing behaviorforyour audience, the benefits the behavior will
provide them, and the motivators you can offer to get them to act.

"Skip a Week" Example

Surveys commissioned by SWFWMD showed that residents preferred receiving lawn
maintenance information from their neighbors and other trusted sources. SWFWMD
created a communications campaign that leveraged this finding by featuring two neighbors
(Tom and Stan). The communications campaign was supported with three additional social
marketingtools:social diffusion, social norms, and prompts.

Example Worksheet #6: Social Marketing Tools



Social MarketingTool

Description

Primary Social
MarketingTool

Communication

Materials and ads featuring two
neighbors: "Tom and Stan"

Supporting Social
MarketingTool

Social diffusion

Messages delivered through
university extension agents and
master gardeners

Supporting Social
MarketingTool

Social norms

Behavior modeled neighbor to
neighbor and by homeowners
association (HOA) members
that agreed to biweekly irrigation
schedules

Supporting Social
MarketingTool

Prompts

"Skip a Week" inserts in utility bills
reminded people to water less
frequently

See Planning Worksheet in Appendix G.

20

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Step 7: What's the Hook:

Creating an Effective
Messaging Strategy

A succinct and compelling message strategy is one of
the most important things you can do to help ensure
the success of your social marketing efforts. We
live in a world where the average person is exposed
to between 2,000 and 3,000 marketing messages
each day. You have about 3 to 5 seconds to catch
someone's attention so that they continue reading
or viewing to learn more. Once you've caught their attention, the average millennial will
spend 14 seconds more on the content. For Gen Z, it's 8 seconds. This highlights the need
to be compelling and very succinct in your message strategy. Effective campaigns use
emotion (heartfelt, humor, etc.) to connect with audiences. The "Skip a Week" campaign,
for example, used humor to connect residents with the message through the interaction of
two neighbors: Tom and Stan.

This section covers how to develop a message strategy for your social marketing program.

The Message Map

A message map succinctly describes what you want your priority audiences to feel and
believe about your program. The audience analysis and behavioral change information you
determined in Steps 3, 4, and 5 will help determine your message map. It includes the key
message you wish to communicate about your program and articulates the desired tonality
of the message. You should develop a message map based on the information you've
compiled, then use creative writing to help fine-tune the messages for your campaign. The
message map has three components: An articulation of what you want your audience to
Think, Feel, Do, a main message statement, and supporting facts or "proof points" that
back up your main message.

The first step is to write down what you want your audience to think, feel, and do as a result
of your campaign. Next, craft a simple main message statement. This is a succinct, one-
sentence articulation of your campaign's main message point (remember, you only have
three to five seconds to catch their attention!). Write your main message in the first person
from the perspective of your priority audience.

The last part of your message map is to identify facts or proof points that can support your
main message and add credibility to your message (e.g., "Did you know that 50 percent of
the water we use outdoors is wasted?").

TAKE THE GUESSWORK
OUT OF WATERING

Houston Public Works encourages residents
to use the Water My Yard app to help them
save water outdoors.

21

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Tips

•	Try to find a "key insight" that will drive behavior change.

•	Try to create an emotional connection with the audience.

•	Sell the benefits of your program to the priority audience, rather than the features.

•	Avoid tellingthe priority audience too much; use your message map to define one
key message for each that motivates or overcomes the main barrier to the desired
behavioral change.

Pitfall to Avoid

Selling features instead of benefits. People buy benefits, not features. They don't want
to hear about how something works, they want to hear about what it will do for them. Make
sure your messaging strategy focuses on benefits and resist the urge to explain features.
Here are a few examples of headlines that illustrate focusing on benefits:

•	"Our 9 p.m. news is like their 10 p.m. news, only you're awake" (news channel)

•	"No one ever went to their death bed saying, 'You know, I wish I'd eaten more rice
cakes'" (chocolate company)

•	"Save the crabs, then eat 'em" (government agency focused on water quality)

"Skip a Week" Example

The following example demonstrates how a message map could have been constructed for
the "Skip a Week" project based on the behavior and the research that was conducted.

Example Worksheet #7: Message Map

Think

To keep my lawn healthy, it needs less water during the winter.

Feel

I don't want my neighbors to think I overwater my lawn.

Do

Only water my lawn every other week in the winter.

Main Message

By joining my neighbors to skip a week of watering this winter, I
can save water and time and ensure I keep my lawn healthy.

Support Points

•	If everyone skipped one week of irrigation this season, it
could save an estimated 1.9 billion gallons of water.

•	More than half of the water used by households is used
outdoors, and much is wasted.

•	Overwatering leads to unhealthy lawns.

•	Lawns only need to be watered every 10 to 14 days
between December and February.

22

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The resulting campaign featured "Tom and Stan," two neighbors that educated the
community about the benefits of watering less frequently and helped normalize the
behavior.

See Planning Worksheet in Appendix H.

23

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Step 8: Who Else Can
Help: Identifying and
Enlisting Partners

Partnerships can help create demand for your program Athens_clarke county Public utilities

by providing access to a larger audience, incentives Department partnered with other local

for program participants, and added credibility to your departments, presenters, and volunteers to
t, .	....	.	.	host the Athens Water Festival.

cause. The best partners will have a complementary

mission or goal, audiences that overlap with your priority audiences, something of value to
bring to the table, and a need for value that you can offer in return.

For example, WaterSense relies on partnerships with water utilities, product
manufacturers, and retailers to support communications efforts, events, and outreach
across the country.

When searching for a partner, keep the following in mind:

•	Look for partners with a history of collaboration and community involvement. A
good partnership makes things easier, not harder.

•	Be sure to consider those in the private, public, and nonprofit sectors.

•	Identify potential local media partners that could provide added exposure to the
program.

Partnership Agreement

A written agreement is an important component of partnership development. This
document defines the roles and expectations of each partner. It need not be a formal legal
document, but rather a way to bring all parties to agreement about the terms, scope, and
duration of the partnership. It should outline the following:

•	What, specifically, each partner will provide, e.g., "Partner A will draft, design and
produce 1,000 brochures to hand out at community events."

•	How roles and approval processes will work, e.g., "Partner A will draft copy for
collateral materials, with input and suggestions from Partner B. Final approval and
decision-making will rest with A."

You can find a customizable partnership agreement worksheet in Appendix I.

Tips

• Be sure that the value you will receive from the partnership is worth the time spent
coordinating and implementing the partnership. Make sure you can't do it cheaper
or easier on your own.

24

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•	Lookfor complementary missions and goals.

•	When meetingwith potential partners, sell the value they will receive from
partnering. As with your other priority audiences, partners will buy benefits, not
features.

Pitfall to Avoid

Telling a partner why you need them; instead of why they need you. When you approach
a partner, always start with their perspective. Learn as much as you can about them before
you reach out. Then, craft the conversation around their needs. Think of this as a mini
social marketing plan. What are you asking the partner to do? What barriers are in the way
for them? What benefits and motivators can you offer the partner?

"Skip a Week" Example

SWFWMD partnered with a number of organizations in Southwest Florida to help build
credibility, spur social diffusion and social norms, and distribute campaign messaging.

Example Worksheet #8: Partnership Planning Worksheet

Potential
Partner

Complementary
Mission/ Goals

Target

Audience

Overlap?

Value Added
from Partner

Value Added
for Partner

HOAs

Yes

Yes

Reach to
audience,
ability to
encourage and
model desired
behavior

Member
education,
alignment with
community
issue

Utilities

Yes

Yes

Reach to
audience
through utility
bill inserts

Help manage
drought and
meet water
conservation
goals

University
Extensions

Yes

Yes

Trusted source

for yard care

information,

provide

educational

resources to

audiences

Alignment
with important
community
issue

25

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Mast	Yes	Yes	Trusted source

Gardeners	for gardening

information,
1:1 interaction
with priority
audience

See Planning Worksheet in Appendix I.

Alignment
with important
community
issue

26

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Step 9: Charting the Right
Path: Developing Your
Communications and
Implementation Plan

A fully developed communications plan is crucial to
the success of your social marketing efforts. This plan
shares howto operationalize social marketing tools and
deliver the program's message to priority audiences. It
includes details about the communications strategies
and tactics that will deliver on the program's goals
and objectives. It's tempting to start with this step, but laying the groundwork in Steps 1
through 8 will make your social marketing efforts more effective. Use the worksheets you've
completed to build the front of your communications plan and then define which strategies
and tactics will deliver on your program's goals and objectives.

Strategies are broad statements about how you will communicate your program to your
audiences, e.g., partner with a big box retail chain to promote rain sensors.

Tactics are specific ideas about what you will do to complete your strategy. Each strategy
will have its own associated list of tactics (e.g., create in-store point-of-purchase signage
for rain sensor promotion, train retail staff on rain sensors and promotion details).

Choosing Communications Channels

Below are some possible communications channels that could be part of your marketing
plan; each has its strengths and uses, depending on your objectives and audiences. You
don't have to limit yourself to this list—choose whatever the best channels are to reach
your audience with your campaign's message. The WaterSense partner site (http://www2.

ergweb.com/wspartner/materials/were-for-water.html) has customizable tools created for
partner use that can get you started.

•	One-on-One Outreach: This is the most effective form of communication used to
create behavioral change. This tactic uses face-to-face interactions and existing
personal networks to create and reinforce social norms (e.g., peer pressure). For
best results, look for a trusted advocate who can carry your message to an audience
in a personable but influential manner.

•	Public Relations: Public relations tactics add third-party credibility to
communicate your message. A media story is typically more trusted by audiences
than an advertisement. With public relations, however, you may not be able to
control the end message when the media is communicating for you. To be effective
in getting media coverage, you must have real news to communicate and provide
facts and visuals.

Citrus County Utilities employee sharing
information with a resident at tabling event.

27

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•	Social Media: Use of social media platforms is a necessary part of most social
marketers' toolkits. Social media can help your audiences engage, share, interact',
and participate with each other—and with you. Social media can be used
organically or with paid ads. It usually makes sense to focus on just a few channels
that are preferred by your priority audience since you will need to maintain activity
and engagement on any channels you create.

•	Advertising: Print, broadcast, digital, social, outdoor, and direct mail advertising
can be expensive, but as the creator, you will have 100 percent control of the
message. Be sure to craft your message to overcome barriers and choose
advertising placements with the best reach to your audience. The message should
be simple, emotional, and timely.

•	Events: This tactic allows for direct contact with audiences. Effective events will
deliver messages at locations where the priority audience already gathers and
practices the behavior. Events allowyour message to establish a leadership position
to the present audience, as well as continue any momentum thatyour campaign
has already generated through other tactics.

Creating your Communications Plan

With your channels chosen, it is now time to assemble your communications plan. Below
is a typical outline for a plan. You'll see that most of the sections will be populated from the
work you've done in the other steps of the social marketing planning process.

I.	Purpose, Goals, and Objective

II.	Research Insights

III.	Desired Behavioral Changes

IV.	Priority Audiences

V.	Message Strategy

VI.	Social Marketing Tools

VII.	Partners

VIII.	Communications

a.	Channels

b.	Timeline and Budget
III. Evaluation

Implementation

Implementation is where the magic happens! This is where you'll put all your previous work
to use in deploying your social marketing campaign. Following are some important things
to remember:

28

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•	Staffing: Identify one overall project manager for marketing and outreach activities;
this person should have the power to make day-to-day decisions to keep things
moving, as well as the ability to call together key decision-makers at major
milestones. To support the project manager, appoint one person as the lead on each
tactic in the implementation phase and check in regularly on progress.

•	Work Plan: Your work plan tells you what you're going to do, when you're going
to do it, and who will be responsible. This document doesn't need to be overly
complicated, but it should include a timeline and estimates on staffing needs and
resources. Consider includingtop-line audience, objective, and evaluation info in
your work plan to ensure that each strategy and tactic is mapping back to these
steps.

•	Budget: Be realistic when developing your budget for the implementation phase.
Ensure that the resources are available for each strategy and tactic you employ.
Often, it's better to put more resources into a select number of tactics and really
do them well than to spread your budget too thin. And remember, if budgets are
tight, partners with similar interests may be able to help you combine efforts and
maximize your resources.

Tips

•	Consider all information and insights garnered from past steps, as they will be your
guide in creating an effective communications plan.

•	Trust research over personal opinion. It is temptingto assume the marketing
tactics that influence you will also workforyour priority audience. Remember,
your research is your insight into the mind of your audience; you are not the priority
audience!

•	You may have multiple strategies in your communications plan, but more is not
always better. Choosing too few strategies will limit your outreach, while choosing
too many will spread your resources too thin.

•	There is no set number of tactics for each strategy, but knowyour limits so that you
can have the greatest impact with your communications plan.

•	Implementation takes time and resources; make sure you have adequate budget
and staff resources to implementyour plans.

•	Pay attention to detail; the best idea poorly executed will not help you achieve your
objectives.

•	Plan regular meetings and updates for your team to keep implementation moving
smoothly.

Pitfall to Avoid

Starting with this step. The main pitfall here is that people start with this step! They jump

straight to figuring out how they want to communicate and tools they are excited about

29

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using rather than taking the time to complete Steps 1 through 8 first. If you do start here,
it is guaranteed that your program will not be as effective as it could be. It is critically
important that you create your framework by completing the earlier steps before jumping
into your marketing strategy.

"Skip a Week" Example

SWFWMD used a variety of communications channels, strategies, and tactics to reach
homeowners with the campaign's messages. Strategies included a combination of media
channels to raise awareness and direct outreach channels to help foster social norms and
social diffusion.

Example Worksheet #9: Communications Channels - Strategies &
Tactics

Strategies

Tactics

Strategy #1: Use paid and organic media
to reach homeowners with the "Tom and
Stan" creative content.

Strategy #2: Directly reach homeowners
by delivering messages to their homes.

TV

Radio

Billboards and bus wraps

Social media (Facebook and Twitter)

Direct mail
Utility bill stuffers
E-newsletter

Strategy #3: Garner coverage about the
program in local media outlets

Strategy #4: Work with influential figures
to spur social diffusion and validate
behavior change.

Pitch media and place stories about the
program.

Southwest Florida Water Management District
acted as program spokespeople.
HOA members model behavior of biweekly
watering.

Master gardeners and university extension
programs share messages.

See Planning Worksheet in Appendix J.

30

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Step 10: Are We There
Yet: Creating an
Evaluation Plan

Creating an evaluation plan lets you track
your social marketing program's progress,
celebrate successes, and make necessary
changes along the way. It includes measurements of campaign inputs, outputs, outcomes,
and overall campaign impact:

•	Inputs are the resources (budget, staff time, etc.) that you put into a campaign.

•	Outputs are the reach and engagement of your campaign (people reached, events
held, social media engagements, etc.).

•	Outcomes are what happened as a result. The number of people that changed their
behavior or changes in awareness levels or attitudes. Outcomes will typically map
back to your campaign's goal and objectives (see Step 1).

•	Impacts map back to your campaign's purpose (see Step 1).

Having all four elements (inputs, outputs, outcomes, impact) included in your evaluation
plan gives you good markers to evaluate progress and allows you to analyze what you might
want to change or adjust as your program continues.

Tips

•	Create your evaluation plan before starting implementation.

•	Set timelines and a corresponding data collection schedule: "I want to make this
much progress towards this objective by this date."

•	Look for trends in the data and be willing to course-correct if the data is pointing you
down a different path.

Pitfall to Avoid

Self-reporting bias: Failing to account for self-reporting bias in the evaluation strategy is
a common pitfall for this step. Self-reporting bias is when people answer a question based
on what they think they should do instead of accurately reporting their true behaviors.
Wherever possible, you can avoid self-reporting in your evaluation strategy by figuring out
how to instead measure actual behavior changes rather than surveying people. For water
efficiency, this could mean metering actual water before and after your campaign. If you
have to use self-reported data, ensure you have a baseline and measure the amount of
change, not absolute numbers, in order to isolate the impact of self-reporting bias.

31

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"Skip a Week" Example

The "Skip a Week" campaign's primary evaluation methodology was a pre- and post-
campaign survey conducted with 1,152 homeowners.

Example Worksheet #10: Evaluation Plan

Evaluation Category Item Measured

How Measured?

Results?

Inputs (resources
that you put into the
campaign

Outputs (reach and
engagement of your
campaign)

Outcomes

(progress achieving
your campaign's
objectives)

Impact (progress
towards your
campaign's
purpose)

Budget and staff time

Recall of "Skip a
Week" campaign
Campaign reach
Partners engagement

Adherence to "Skip
a Week" irrigation
schedule

Increase in
knowledge about
the amount of water
required for healthy
lawns

Reductions in water
used

Pre- and post-
campaign survey
Media metrics
HOAs engaged

Pre- and post-
campaign survey
(self-reported
behavior)

Pre- and post-
campaign survey
(extrapolated from
people who reported
they reduced yard
watering to every
other week)

•	18 percent
increase in
campaign recall

•	8,000 newsletters
and 435,000
utility bill inserts
distributed

•	1,330 HOAs
engaged

•	19 percent
increases in
people reporting
they water every
other week in
winter months

•	Belief that yards
need watering
every week year-
round deceased by
19 percent

•	Belief that brown
grass doesn't
always need water
increased 23
percent

An estimated 1.2

billion gallons

conserved

See Planning Worksheet in Appendix K.

32

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Share Your Success

WaterSense hopes this workbook has given you useful tools to help you plan a water
efficiency social marketing campaign in your community. Remember, effective social
marketing campaigns require careful planning, creativity, and flexibility. Have fun
creating your campaign, be willingto push the envelope, and monitor and adjust as you
go. If you are planning a WaterSense campaign or have implemented one already,
WaterSense wants to hear from you.

If you want information about becoming a WaterSense partner, contact the
WaterSense Helpline:

(866) WTR-SENS (987-7367)
watersense@epa.gov

To learn more about WaterSense, visitwww.epa.gov/watersense.
(866) WTR-SENS (987-7367) | watersense@epa.gov

&EPA

832-F-24-010
October 2023

-------
Appendix A: Step 1

Fill in your campaign's purpose, goals, and objectives below. Be sure to revisit them
throughout the process.

Worksheet #1: Purpose, Goals, & Objectives

Purpose:

Goal:

Objectives	How Measured?

Objective:
Objective:
Objective:

34

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Appendix B: Step 2

Fill in the boxes below with your own research needs and ideas.

Worksheet #2: Defining Your Research Needs
What information do we need?	How can we get it?

35

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Appendix C: Step 3

Use Worksheet #3 to describe your possible desired behaviors.

Worksheet #3: Desired Behavioral Changes

Desired
Behavior

Impact

High

Medium

Low

Probability of
Change

High

Medium

Low

End-State?

Yes
No

Non-Divisible?

Yes
No

High

Medium

Low

High

Medium

Low

Yes
No

Yes
No

High

Medium

Low

High

Medium

Low

Yes
No

Yes
No

36

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Appendix D: Step 4

List your audiences in Worksheet #4 and categorize each.

Worksheet #4: Audience Brainstorm and Categorization
Audience	Primary	Influencer Gatekeeper Priority?

37

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Appendix E: Step 5

Use the following worksheet to outline the priority audience, then use the information to
define barriers, benefits, and motivators for the desired behavior.

Worksheet #5: Barriers, Benefits, and Motivators to Desired Behavior
Change

Priority Audience

Barriers to Behavior Benefits for
Change	Behavior Change

Key Barrier:

Key Benefits:

Motivators for
Behavior Change

Key Motivators:

Other Barriers:

Other Benefits:

Other Motivators:

38

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Appendix F: Step 6

Pick the primary tool around which your social marketing campaign will be built. Also pick
secondary tools you can use as well.

Worksheet #6: Social Marketing Tools

Social Marketing Tool Description

Primary Social
MarketingTool

Supporting Social
MarketingTool

Supporting Social
MarketingTool

Supporting Social
MarketingTool

39

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Appendix G: Step 7

Fill in the message map below for each of your priority audience.

Worksheet #7: Message Map

Think

|

Feel

|

Do

|

Main Message

|

Support Points



40

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Appendix H: Step 8

Fill in the boxes to identify partners and use the template on the next page to form an
agreement.

Worksheet #8: Partnership Planning Worksheet

Potential
Partner

Complementary
Mission/ Goals

Target

Audience

Overlap?

Value Added
from Partner

Value Added
for Partner

41

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PARTNERSHIP AGREEMENT

BETWEEN

AND

Background:

Partnership Agreement Purpose: The purpose of this agreement is to provide a framework in which
	and	can work together to successfully complete the following:

Agreement:

In partnership, [insert organization name], will provide:

In partnership, [insert organization name], will provide:

Approval Process:

Each organization that is a party to this partner agreement will send any materials with the other organization's
logo or that will be posted or distributed to the partnering organization for approval. Each organization will also
send any materials promoting the events or campaign to the other organization for approval, within agreed-upon
turnaround times.

[add any other approval processes needed foryour specific campaign]

Terms of Agreement:

Agreement will be valid for [insert number of months or edit to include end date], from the date of signing below.
Amendments to the scope or length of agreement can be arranged in writing between the participating partners
at anytime.

Agreement:

We, the undersigned, recognizing the value of saving water in our communities by educating consumers
about the importance of water-efficient products and behaviors, commit our respective organizations to work
together on the [insert program name] as outlined in this document.

Signature:

Signature:

Printed Name:

Printed Name:

Date:

Date:

42

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Appendix I: Step 9

Use the following chart to help map your communications channels.

Worksheet #9: Communications Channels - Strategies & Tactics
Strategies	Tactics

Use the following outline to create a communications plan.

1.

Purpose, Goals, and Objective

II.

Research Insights

III.

Desired Behavioral Changes

IV.

Priority Audiences

V.

Message Strategy

VI.

Social Marketing Tools

VII.

Partners

VIII.

Communications



a. Channels



b. Timeline and Budget

III.

Evaluation

43

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Appendix J: Step 10

Fill in your campaign objectives and ideas for measuring them in the spaces below.

Worksheet #10: Evaluation Plan

Evaluation
Category

Inputs (resources
that you put into the
campaign

Item Measured

How Measured? Results?

Outputs (reach and
engagement of your
campaign)

Outcomes

(progress achieving
your campaign's
objectives)

Impact (progress
towards your
campaign's
purpose)

44

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