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Social Marketing Lite Adaptation to Climate Change in Coastal Areas

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2 Social Marketing Lite Adaptation to Climate Change in Coastal Areas ACCCoast Project

Imprint

As a federally owned enterprise, we support the German Government in achieving its objectives in the field of international cooperation for sustainable development.

Published byDeutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH

Registered officesBonn and Eschborn, GermanyT +49 228 44 60-0 (Bonn)T +49 61 96 79-0 (Eschborn)

Department of Environment and Natural ResourcesNinoy Aquino Parks and Wildlife Center, Diliman1100 Quezon City, Philippines

T +63 2 4418440I: http://acccoast.bmb.gov.ph/

ResponsibleDr. Berthold SchrimACCCoast ProjectPrincipal Advisor E: [email protected]

Patrick SchwabACCCoast ProjectChief Advisor E: [email protected]

Contributors Dolores Ariadne D. Diamante-FabunanRocky Sanchez Tirona

ConsultantsMarifel T. MoyanoNonilon Reyes

Source and Copyrights© 2014 Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH

Copyright on PhotosThe photos in this publication are owned by GIZ and others are contributed by partners in Regions 6, 8 and 10.

Printed and distributed byDeutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH

Place and date of publicationManila, PhilippinesJune 2014

3Social Marketing Lite Adaptation to Climate Change in Coastal Areas ACCCoast Project

Acronyms and abbreviations

Top reasons to use SM Lite

Acknowledgements

Summary

Evolution of SM Lite

SM Lite: Policy support and contributions

About SM LiteGoals and objectivesCore elementsPilot sites: Application of core elementsKey social marketing terms

The SM Lite planning processEstablish your SM Lite TeamDefine the problemDiagnoseSet SMART objectivesCampaign planning and launchEvaluate

Estimated costs

Results

Success factors

Annexes A. Guide questions to determine target audience, segment audience and identify broad behaviour

B. Knowledge, Attitudes and Practices Survey Instrument

C. Example template for consolidating survey results

D. Example of a creative brief

E. Menu of options for channels

F. Factors to consider in design

Contents

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575866676970

ALFARMDC Alliance of Local Fisheries and Aquatic Resources Management Development Council

ACCCoast Adaptation to Climate Change in Coastal Areas

BFAR Bureau of Fisheries and Aquatic ResourcesCBD Convention of Biological DiversityCENECCORD Central Negros Council for Coastal

Resource DevelopmentCCA Climate Change AdaptationCLUP Comprehensive Land Use PlanCRM Coastal Resources ManagementCT Coral Triangle InitiativeCTI-CFF Coral Triangle Initiative - on Coral Reefs,

Fisheries and Food SecurityDA Department of AgricultureDAO Department Administrative OrderDENR Department of Environment and

Natural ResourcesEO Executive OrderFARMC Fisheries and Aquatic Resources

Management CouncilFGD Focus Group DiscussionGIZ Deutsche Gesellschaft für Internationale

Zusammenarbeit GmbHGPA Global Programme of Action for the

Protection of the Marine Environment from Land-based activities

ICM Integrated Coastal ManagementIEC Information, Education and CommunicationIMO International Maritime OrganizationKAP Knowledge, Attitudes, and Practices LCE Local Chief ExecutiveLGU Local Government UnitM&E Monitoring and EvaluationMAO Municipal Agricultural Office/rMBDA Macalajar Bay Development AllianceMEAT Management Effectiveness Assessment ToolMENRO Municipal Environment and Natural

Resource Office/rMETT Management Effectiveness Tracking ToolMOA Memorandum of Agreement

MPA Marine Protected AreaNIPAS National Integrated Protected Areas SystemNGO Non-government OrganizationNNARMAC Northern Negros Aquatic Resources

Management and Advisory Council NPoA National Plan of ActionPALMDevC Pacific Alliance of LGUs for Marine

Development CouncilPAMB Protected Area Management BoardPDP Philippine Development PlanPENRMO Provincial Environment and Natural

Resources Management OfficePRA Philippine Reclamation AuthorityRA Republic ActRBM Results-based MonitoringSB Sangguniang Bayan (Municipal Legislative

Council)SCoRe Sustainable Coastal Resources in the

PhilippinesSDS-SEA Sustainable Development Strategy for the

Seas of East AsiaSM Social MarketingSNCDMC Southern Negros Coastal Development

Management Council SP Sangguniang Panlalawigan (Provincial

Legislative Council)ToC Theory of ChangeTWG Technical Working GroupUN United NationsUNCLOS United Nations Convention on the Laws of

the SeaUNFCCC United Nations Framework Convention on

Climate Climate

Acronyms and abbreviations

5Social Marketing Lite Adaptation to Climate Change in Coastal Areas ACCCoast Project 7

Top reasons to use Social Marketing (SM) Lite

1

2

3

4

5

6

SM Lite is a cost effective communication intervention for positive steering of human behaviour. It is systematic and strategic to support current ICM planning and management.

SM Lite should be used when voluntary behaviour change is the goal and an audience-focused program is desired.

SM Lite offers flexibility and can be executed with limited resources and with a very small group of people.

SM Lite is designed to be easily integrable to development planning processes, projects or programs where communication is an important component. SM Lite concepts can also be used to make “upstream” changes, such as environmental or policy changes. SM Lite leads to adoption of a social marketing mindset (thinking about problems and issues from the standpoint of the person who needs to change) for no cost, even if the social marketing planning process steps are not achieved.


SM Lite is a product of the Project, “Protection and Rehabilitation of Coastal Ecosystems for an Improved Climate Change Adaptation in the Philippines as a Contribution to the Coral Triangle Initiative” (ACCCoast), and is funded by the German Federal Ministry of Environment, Nature Conservation and Nuclear Safety (BMU) under the framework of its International Climate Protection Initiative. The Project is managed by GIZ in close cooperation with the Department of Environment and Natural Resources (DENR) – Biodiversity Management Bureau (BMB, formerly the Protected Areas and Wildlife Bureau or PAWB). The Project’s main partner to raise community awareness through social marketing and to engage communities in the management of MPAs is Rare, a U.S.-based conservation NGO. ACCCoast started in January 2011 and terminates in June 2014. This knowledge product would like to acknowledge the contributions and support of GIZ’s Environment and Rural Development Program and its Integrated Coastal Management Component and advisors, namely Mary Ann Tercero, Andrea Leonor Barcelona, Terence Dacles, Aimee Sobrevega and Rudolph dela Cruz; the organization of Rare, especially Rocky Sanchez Tirona, May Blanco and Joy Jakosalem-Balane; our government partners from the city/municipal and provinces in Regions 6, 8 and 10, and the following inter-LGU alliances and members namely from the: the Alliance of Local Fisheries and Aquatic Resources Management Development Council (ALFARMDC), Pacific Alliance of LGUs for Marine Development Council (PALMDevC), Central Negros Council for Coastal Resources Development (CENECCORD), Macalajar Bay Development Alliance (MBDA), Sagay City, Cadiz City, Museo Sang Bata ng Negros and the Southern Negros Coastal Development Management Council (SNCDMC); our academe partner, namely, Xavier University-Cagayan de Oro.

Acknowledgements


The Coral Triangle, one of the most biodiverse environments in the world and an area with 647 million hectares of land and sea is located within the territories of Indonesia, Malaysia, the Philippines, Papua New Guinea, Solomon Islands and Timor-Leste. Marine and coastal ecosystems are economically and culturally important, especially for people living near coastlines in the Philippines. These resources are vulnerable to over-harvesting, pollution, coastal development, destructive fishing and the effects of climate change, presenting serious threats to both species and people alike, all of which are exacerbated by high population growth and rural poverty, creating food insecurity concerns. This in turn affects the millions of Filipinos who rely on coastal and marine resources for their livelihoods. Therefore, effective conservation measures, including social marketing, are needed to safeguard ecosystems and the species they contain, and the people dependent on these resources.

The challenges we all must face in adapting to climate variability and change present themselves with increasing urgency. The issuance of Executive Order 533 in 2006 and Executive Order 797 in 2009 are the Philippines’ response and demonstration of commitment to the CTI, and other international commitments of the Philippines that directly relate to Integrated Coastal Management (ICM) and climate change. Information, Education and Communication (IEC) is encompassed in both EO 533 and 797, as well as within the Coastal Resources Management processes. This indicates that engaging local communities is an essential component of any ICM plan and program.

There is an immediate need to raise awareness on climate change in coastal areas and part of the solution must involve the engagement of communities and local decision makers. In response, Social Marketing Lite, or SM Lite, was developed by the GIZ-ACCCoast Project as it was found that many LGUs cannot afford the required counterpart in a full Rare Pride Program. The approach was tested and implemented in 16 barangays of 17 participating municipalities and cities in the Provinces of Leyte, Negros Occidental, Southern Leyte, Samar and Misamis Oriental. SM Lite provides an approach that both the LGUs and communities themselves can better appreciate because it is more affordable, the basic methodologies to understand and do research on social behaviour are comprehensible and the way to monitor positive changes is manageable. SM Lite is IEC with an attitude, because it takes on a systematic and organize way to understand what the communities think, feel and willingness to change as basis to develop core messages, strategies and campaign materials. It aids communities to undergo a process to weigh the value and benefits of adjusting unsustainable mindsets and living patterns toward a path that is more sustainable.

SM Lite complements other GIZ-supported knowledge products such as the “Sustainable Integrated Management and Planning for Local Government Ecosystems” (SIMPLE) in achieving sustainable natural resource management through a ridge-to-reef approach and the Sustainable Coastal Resources for the Philippines (SCoRe), as well as any other programs which may be in need of an impactful communication intervention.

Summary


Overfishing, destructive fishing practices, pollution and the effects of climate change have contributed to the destruction of the diversity of species that thrive in the Coral Triangle, one of the most biodiverse environments in the world and an area with 647 million hectares of land and sea located within the territories of Indonesia, Malaysia, the Philippines, Papua New Guinea, Solomon Islands and Timor-Leste. Hence, the Coral Triangle Initiative on Coral Reefs, Fisheries and Food Security (CTI-CFF) was formed in 2007 to address threats to the coastal and marine resources within. The governments of these six countries, coined as CT6, formalized both a regional plan of action (RPoA) and each member country announced its national efforts and initiatives that would lead to the attainment of RPoA goals.

Executive Order 797 (2009), adopted the CTI National Plan of Action (NPoA) as the primary framework for the development and implementation of all related plans and programs, on marine and coastal resources management in the country.

The capacity-building activities initiated by ACCCoast is anchored on a cross-cutting component of the CTI-CFF National Plan of Action (NPoA), capacity-building, wherein in it aims to contribute in addressing the need to build in-country skills and expertise on coastal and marine resources management. Specifically, in strengthening institutional and human capacity to conduct natural and social research; develop capacity in implementing existing laws; and build capacity in managing MPAs and seascapes. The Project aims to complement and contribute to the other governments, development agencies, scientific institutions, local and international NGOs initiatives and efforts in the Philippines to attain the goals of the CTI-CFF NPoA and the achievement of the priority goals as the contribution to the overall Coral Triangle Initiative. ACCCoast focuses on three of the six NPoA’s priority goals, namely: Marine Protected Areas (MPAs), Threatened Species and Climate Change Adaptation (CCA).

High priority science needs for integrating sustainable fisheries, biodiversity, and climate change objectives of the

Evolution of Social Marketing Lite


CTI-CFF Philippines NPoA into local MPA management design include both applied and strategic science. Applied science refers to situations where the required methods and tools already exist, but field practitioners require assistance to apply them to local MPA management and network design; while strategic science, (e.g., social marketing) refers to situations where new methods and tools are required or further tested to integrate multiple objectives into MPA management.

Social marketing with limited resourcesThe achievement of Goals 3 and 4 (and partly Goal 5) of the ACCCoast Project is through a grant agreement with Rare, a U.S.- based conservation NGO with 25 years of experience in the field of social marketing that has conducted Pride Campaigns in more than 50 countries to date. Many people assume that social marketing is a resource intensive process and that a large budget and many people are required. This can be true, but it is also possible to use social marketing with limited resources. There are certain modifications that can be made when implementing partners have limited resources as have been the experience of the ACCCoast. The Project designed a “lighter” and shorter version of Rare’s signature Pride Campaign, dubbed Social Marketing Lite, or SM Lite, thus enabling the Project to pilot the first of its kind of this modified approach in the Philippines. Social marketing is presented in this knowledge product as a systematic and strategic planning process that results in a short, mini and cost effective communication intervention.

The “lite” social marketing approach was meant to be lighter for the partner LGUs in terms of time and budget investment. The signature approach of Rare entailed two years and about an average of PhP150,000-200,000 (mobilization funds) per pilot site, while those of SM Lite “mini-campaigns” was achieved with a shorter time period (1 year) and about PhP80,000 per pilot site.

Pilot sitesSM Lite entailed three to four day workshops and fieldwork, interchangeably, to enable inter-LGU alliances to gain basic skills in social marketing research, planning, development and implementation. At the end of the one-year cycle, local communities were expected to have a better appreciation of what an MPA is and its role in making coastal ecosystems more resilient to climate change. Identified pilot sites were expected to successfully implement social marketing campaigns to complement on-going MPA governance and enforcement initiatives in their areas.

The Social Marketing Lite Program is piloted with selected inter-LGU alliances in Regions 6, 8

Challenges in planning and managing the coastal environment


Region Alliance Province SM Lite ParticipatingMunicipality/

Alliance member

MPA of the SM Pilot site

Specific LGU Office that

participated in the SM Lite

Other key partner in the SM Lite (non LGU office)

Number of pilot sites

Launch site for the “mini” SM Lite

Campaign

6 Northern Negros Aquatic Resources Management Council (NNARMAC)

Negros Occidental

Sagay City Sagay Marine Reserve

Tourism Office, Sagay Marine Reserve Office

Museo Sang Bata

1 Brgy. Taba-ao, Suyac Island

Cadiz City Licawon and Sicaba Reef

City Agriculture Office

1

Central Negros Council for Coastal Resources Development(CENECCORD)

Pontevedra and San Enrique

Diwal Municipal Agriculture Office

1 Brgy. San Juan (Ponteverdra)

Southern Negros Coastal Development Council (SNCDMC)

Sipalay, Hinobaan, Cauyan

Campomanes-Ballo Marine Reserve and Sanctuary

City Agriculture Office

2 Brgy IV and Brgy Brgy. Maricalum (Sipalay)

8 Alliance of Local Fisheries and Aquatic Resource Management Office(ALFARMDC)

Leyte and Samar

Marabut, Palo, Tolosa

Hilapad Fish Sanctuary (Tolosa)

Provincial Agriculture Office,

1 Brgy. Telegrafo

Pacific Alliance of LGUs for Marine Development Council (PALMDEVC)

Southern Leyte

Anahawan, Hinunangan, Hinundayan, San Juan, Silago, St. Bernard

Cogon (Anahawan)Biasong (Hinunangan)Sabang FS (Hinundayan)Bobon B (San Juan)Sudmon (Silago)Lipanto (St. Bernard)

Agriculture staff

6 Brgy. Cogon (Anahawan)Brgy. Sabang (Hinunangan)Brgy. Sabang (Hinundayan) Brgy. Bobon (San Juan) Brgy.Sudmon (Silago)

10 Macalajar Bay Development Alliance

Misamis Oriental

Alubijid MPA and Turtle Nesting Site

--- 4 Brgys. Balingasag and Kinoguitan (Cagayan De Oro City)

Brgys. Molocboloc, Looc and Baybay (Alubijid)

and 10, in cooperation with the Environment and Rural Development Program of GIZ which has helped promote Integrated Coastal Management with partner LGUs in Regions 6 and 8 using the Sustainable Coastal Resources for the Philippines (SCoRe) planning and management processes. The total pilot sites for the SM Lite are 16 barangays from various 17 cities/municipalities (Table 1).

Social marketing is the use of commercial marketing tactics, such as focus group discussions (FGDs), surveys, communication materials and events, to facilitate behaviour change or in effect to “sell” social change. One general definition of social marketing is the application of commercial marketing technologies to the analysis, planning, execution, and evaluation of programs designed to influence

Table 1. Pilot sites of SM Lite and implementing inter-LGU alliances


voluntary behaviour of target audiences in order to improve their personal welfare and that of society.

As have been experienced by partner inter-LGU alliances of SM Lite, even if the implementing group is not able to complete the steps in the social marketing process, adopting a social marketing mindset (thinking about problems and issues from the standpoint of the person who needs to change) comes at no cost and can be used in any future program interventions.

In brief, social marketing:• Uses commercial marketing strategies• Involves influencing voluntary (not forced or coerced) behavior change (not just increased

awareness or increased knowledge)• Promotes an end goal of improved personal welfare and improved welfare of society

Social marketing is not:• A media campaign• Reaching everyone• A fast process• A theory


Utilizing social marketing to help address key issues facing coastal marine resourcesMarine resources in the Philippines are vulnerable to over-harvesting, pollution, coastal development and destructive fishing, with habitat degradation and invasive alien species presenting serious threats to many species, all of which are exacerbated by high population growth and rural poverty, creating food insecurity concerns. This in turn affects the millions of people who rely on these species for their livelihoods. Therefore, effective conservation measures are needed to safeguard ecosystems, biodiversity and the communities dependent on these resources.

MPA is the best scientific solution to these problems as it uses simple logic that would be easy for a fisherman to appreciate and understand. MPAs can be protected areas or are community-managed with LGU support or co-managed between community and the LGUs. MPA is a way to enhance fisheries production, manageable scientific research sites, generate income, conserve biodiversity and ensure food security.

From the SM Lite pilot experiences, the key MPA management issues identified by the municipalities and barangays before launching their respective SM Lite campaigns, include:

• Lack of capacity and knowledge of regional, provincial and coastal cities/municipalities to integrate MPAs into their coastal and marine plans in an ecosystem-based manner and in determining vulnerability to design climate change adaptation strategies


• Coastal development and fishing pressures, including over exploitation of coastal areas and overharvesting of valuable species, destructive fishing practices used in live fish food trade, illegal and unregulated, and unreported fishing

• Extremely limited staff and budgetary resources and capacity in doing integrated environmental management programs, including strategic and effective communication interventions

Social marketing is a very focused intervention, thus not all these challenges can be addressed all at once with one SM Lite campaign, it is therefore recommended that one focus or challenge is selected. In the case of the ACCCoast Project, the common key challenge selected was minimizing fishing pressures, including over exploitation of coastal areas and overharvesting of valuable species, destructive fishing practices used in live fish food trade, illegal and unregulated, and unreported fishing.

Marine Youth Camp for the Hilapad Reef. One of the SM Lite activities of ALFARMDC in the town of Tolosa in Leyte


Key international commitmentsCoral Triangle Initiative on Coral Reefs, Fisheries and Food SecurityThe Coral Triangle Initiative on Coral Reefs, Fisheries and Food Security (CTI-CFF) is a multi-lateral partnership with six countries made up of Indonesia, Malaysia, Papua New Guinea, the Philippines, the Solomon Islands and Timor-Leste. It uses coral and reef fish biodiversity as the two main criteria to define the region of the Coral Triangle that these six countries’ boundaries define.

The biogeographical conditions within the Coral Triangle may also enable the region to maintain its exceptional productivity in the face of future impacts of climate change, making it potentially the world’s most important “refuge” for marine life. According to scientific studies done in 2005, the Philippine archipelago contains higher species-per-unit area among all the other countries in the Indo-Malay-Philippines archipelago. It is in this light, that urgent and more attention is needed for conservation action in the Philippines and the rest of the CTI region.

The Regional Plan of Action has been translated into National Action Plans by each of the six Coral Triangle countries. For the Philippine National Plan of Action (NPoA), Integrated Coastal Management (ICM) serves as the overall framework in pursuing the five regional CTI goals.

Sustainable Development Strategy for the Seas of East AsiaThe Philippines is among the 12 countries in East Asia that adopted the Sustainable Development Strategy for the Seas of East Asia (SDS-SEA) by signing of the Putrajaya Declaration on December 12, 2003. The SDS-SEA is the first regional document that outlines a shared vision, collective strategies/approaches, and common objectives among countries of the region for sustainably managing the seas of East Asia.

The issuance of Executive Order 533 in 2006 and Executive Order 797 are the Philippines’ response and demonstration of commitment to the CTI, and SDS-SEA, and other international commitments of the Philippines that directly relate to ICM such as the Convention on the Law of the Sea (UNCLOS); UN Framework Convention on Climate Change (UNFCCC); Agenda 21; Convention of Biodiversity (CBD); the Global Programme of Action for the Protection of the Marine Environment from Land-based Activities (GPA); the World Summit on Sustainable Development – Johannesburg Plan of Implementation; the UN Millennium Development Goals (MDG); and various International Maritime Organization (IMO) Conventions.

Achieving international commitments through a National ICM ProgramThe Philippine Development Plan 2011-2016, or PDP, outlines the economic growth and social development goals and strategies of the country in the medium term. The PDP has twin goals of economic growth and poverty alleviation, and overall goal of “inclusive growth”.

The goal of Chapter 4 (Competitive and Sustainable Agriculture and Fisheries Sector) of the PDP is to achieve prudent use of the agriculture and fisheries resources leading towards a) improved food security and increased rural incomes; b) increased sector resilience to climate change risks; and c)

SM LitePolicy support and contributions


enhanced policy environment and governance.

The Philippines has over three decades of experience in coastal management, beginning in 1978 when the country first defined its coastal zone. The 1980s saw the proliferation of community-based coastal resources management, which focused on the establishment of localized MPAs to arrest the degradation of coastal habitats and the decline in fisheries. The implementation of a series of donor-assisted programs on coastal management during the 1990s provided the foundation for ICM, while the legal and policy framework for coastal management was established with the passage of the 1991 Local Government Code (LGC) and the 1998 Fisheries Code (RA 8550). The Local Government Code in particular, assigned jurisdictional responsibility for coastal management from the central government to local governments, and is considered to be one of the major driving forces for the development of ICM in the country.

Through Executive Order 533 (2006) entitled “Adopting Integrated coastal management as a national strategy to ensure sustainable development of the country’s coastal and marine environment and resources and establishing and supporting mechanisms for its implementation”, ICM has been legally declared as the national management policy framework to promote sustainable development of the country’s coastal and marine resources in order to achieve food security, sustainable livelihood, poverty alleviation, and reduction of vulnerability to hazards, while preserving ecological integrity.

By 2009, Executive Order 797, was the legislation that adopted the CTI National Plan of Action (NPoA) as the primary framework for the development and implementation of all related plans and programs on marine and coastal resources management in the country and presents the ICM Framework with priority actions and targets. Figure 1, briefly illustrates the scope of the NPoA and where the ACCCoast Project focused its contribution in, namely, MPA system, Climate Change Adaptation (CCA) and Threatened Species. Under EO 797, the Department of Environment and Natural Resources (DENR) and the Department of Agriculture (DA) are the specified government agencies tasked to work with other national government agencies to ensure rationalized institutional arrangements, well-coordinated plans and programs, decisions and actions on marine and coastal resources.

DENR’s National Programs as contribution to the CTI-CFF NPoAAs contribution to the CTI NPoA, DENR issued DAO 2012-02, to adopt the National Integrated Coastal Management Program (NICMP). The National ICM Program shall be implemented in all coastal and marine areas in the country, addressing the inter-linkages among associated watersheds, estuaries and wetlands, and coastal seas, by all relevant national and local agencies, with the Biodiversity Management Office as the defined Lead Office.

The NICMP guidelines (version September 2012) contain a governance framework wherein strategies pertaining to information and public awareness is one of the key element of governance, along with the integration of policy, scientific knowledge and other strategies to create a course of action at all levels of government that is conducive to sustainable development management of coastal and marine ecosystem. For Protected Areas under NIPAS, these are supervised by a Protected Area Management Board (PAMB) composed of one representative each from the local government unit and the barangays situated within the protected area. Also, all protected areas under NIPAS are required to have a management plan with appropriate management zones. An innovative


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management technique is to include establishing a productive partnership with local communities through SM Lite to complement habitat conservation and rehabilitation and community organizing strategies. For fisheries management, the responsiblities are both with the national and municipal governments as encompassed in RA 8550. Municipalities/cities are encouraged to set aside 15% of municipal waters as marine fishery reserves. These areas, together with marine sanctuaries, are established by LGUs to improve fish productivity and preserve biodiversity with participation of community-based management initiatives of local communities.

In addition, the DENR also issued DAO No.2013-12, “Guidelines for the Implementation of the Sustainable Coral Reef Ecosystems Management Program”, where in one of the five objectives is to “Promote public awareness and instill social and environmental consciousness on the value of coral reefs and associated coastal and marine ecosystems, especially on mitigating the effects of climate change”. The guidelines shall be implemented in MPAs under the NIPAS nationwide within locally-managed MPAs and identified marine Key Biodiversity Areas with potential for establishment of MPAs. This is a national program of the DENR from 2012 to 2020. The social mobilization and development of the Program aims not only to increase awareness but also includes technical and organizational capacity-building activities for People’s Organizations and NGOs.

It is noteworthy that despite the continuous shift from a single-sector to an integrated and multi-sector approach is happening, and that there is increasing recognition of the multitude of interacting issues and conflicting uses that cannot be addressed by one sector or through narrowly focused approaches, an integrative coastal land use planning system has not been fully established to enable integration of coastal and marine land use plans to be integrated into the mandated comprehensive land use plans mandated to be produced by local government units.

Many muncipalities/cities still use the Coastal Resources Management (CRM) process that contains Information Management, Education and Outreach as one of its key phases. (Figure 2)

(Source: Department of Environment and Natural Resources, Bureau of Fisheries and Aquatic Resources of the Department of Agriculture, and Department of the Interior and Local Government. 2001. Philippine Coastal Management Guidebook No. 3: Coastal Resource Management Planning. Coastal Resource Management Project of the Department of Environment and Natural Resources, Cebu City, Philippines, 94 p.)

Figure 2. Coastal Resources Management Planning


Information, Education and Communication (IEC) is encompassed in both EO 533 and 797, as well as within the Coastal Resources Management processes. This indicates that engaging local communities is an essential component of any ICM plan and program. The value of social marketing is that it’s a manageable communication planning tool to enhance knowledge and awareness of local land use planners and implementers about their own constituents’ behaviour, and how this behaviour can be steered so that local communities themselves can grasp the value behind technical and scientific processes in coastal and marine planning and management, and ultimately embrace and reap the benefits of sustainable living patterns.

Where can social marketing contribute?Local government units have the power and authority necessary to enforce laws and regulations to protect and manage critical habitats and species within the coastal and municipal waters. Although other agencies have administrative jurisdiction over certain areas or activities, the LGUs have the primary responsibility over the protection, development, conservation and sustainable utilization of living coastal and marine resources within their territories.

Local communities and fisherfolks themselves can serve as supplier of certain services (e.g., information, education and communication, training, technical assistance). Section 2 (c) of the LGC mandates the participation of stakeholders in CRM programs and projects. The law requires all national agencies and offices to conduct periodic consultations with nongovernmental and people’s organizations and other concerned sectors of the community before any project or program is implemented. Section 26 of the LGC further reiterates that:

“It shall be the duty of every national agency or government-owned or controlled corporation authorizing or involved in the planning and implementation of any project or program that may cause pollution, climatic change, depletion of non-renewable resources, loss of crop land, rangeland, or forest cover and extinction of animal or plant species to consult with the local government units, nongovernmental organizations, and other sectors concerned and explain the goals and objectives of the project or program, its impact upon the people and the community in terms of environmental or ecological balance and the measures that will be undertaken to prevent or minimize the adverse effects thereof.

As Information, Education and Awareness are embedded components within national and local coastal management processes, social marketing can be utilized to contribute to the following aspects:

Change mindsets and engage coastal households and other stakeholders in their roles on coastal and marine environment governanceThe role of social marketing is to boost and sustain the participation of local communities, the private sector, NGOs, the academe and other civil society organizations’ important roles in ensuring the sustainable development of coastal and marine areas.

Communities and other stakeholders have a direct role in social marketing, including:• Advocate for policy reforms through strong core messages so that responsive environmental

policies, ordinances, rules and regulations are created and implemented;• Demand good governance from their LGUs and public officials so that climate change adapation

programs and projects for coastal and marine are developed, funded and implemented, and


greater transparency, public participation and accountability are observed• Determine effective and low-cost methods to monitor and report illegal activites• Participate as volunteers to do the qualitative and quantitative surveys, as campaign spokepersons,

as member of the SM Lite Team, etc.• Pinpoint effective channels of communication that are accessible and integrative in their own

daily routines

Given that social marketing is a very focused communication intervention, the application of it can begin with the aim of building awareness on the laws, rules and regulations pertaining to coastal and biodiversity protection as well as the utilization of fishery resources. Below are some examples of potential conservation focus for a social marketing campaign:

Promote coastal habitat protection, conservation and managementMangrove areas• Raise awareness that the conversion of mangrove areas into fishponds or for any other purpose

is prohibited• Improve knowledge on the processes in the reversion of abandoned, underdeveloped, or

undertilized fishponds. RA 8550 states that if a fishpond is abandoned, underdeveloped or underutilized {Section 46 (d)} five years after the issuance of the fish pond lease agreement, it should be reverted to public domain for reforestation. The LGU can coordinate with the DENR, DA-BFAR, Fisheries and Aquatic Resources Management Council (FARMC), and other concerned agencies, to identify which abandoned, undeveloped, or underutilized fishponds covered by Fishpond Lease Agreements can be reverted to their original mangrove state. The Fishpond Lease Agreements for such fishponds should be cancelled by BFAR and turned over to the DENR for mangrove reforestation purposes (Section 49, RA 8550).

• Raise awareness that the cutting of mangroves is prohibited under the Revised Forestry Code or RA 7161.

Coral reefs• Improve the monitoring and reporting on the gathering, collection, and transporting of corals

in their area of jurisdiction, which are prohibited by law.

Promote the protection of wildlife in coastal areasProtected Areas, endangered, rare and threatened species• Increase knowledge and awareness in all laws governing the protection of endangered, rare

and threatened species found in the coastal areas and municipal waters and the accompanying violations, fees and penalties for unlawful activities related to wildlife resources (The Wildlife Act 9147 and its Implementing Rules and Regulations)

• Increase appreciation of biologically important public lands that are habitats to rare and endangered species of plants and animals, biogeographic zones, and related ecosystems, whether terrestrial, wetlands, or marine. Protected and managed landscape/seascape, fish, bird, and wildlife sanctuaries are among the initial components of the NIPAS or RA 7586, Section 5.

Establishment of critical habitats• Section 25 of the Wildlife Act provides that “all designated critical habitats shall be protected,

in coordination with the local government unit, from any form of exploitation or destruction


which may be detrimental to the survival of the species dependent therein.”

Adoption of flagship species• According to Section 35 of the Wildlife Act, “local government units shall initiate conservation

measures for endemic species in their areas. For this purpose, they may adopt flagship species…which shall serve as emblems of conservation for the local government concerned.”

Increase knowledge and awareness of all fishery laws, rules and regulations and ordinances enacted by the municipality/city councils

Call to action to establish fishery refuge and sanctuaries• As part of the LGUs’ mandate to conserve, develop, and protect fishery resources within their

municipal waters, LGUs in consultation with the FARMCs can enact an ordinance establishing fish refuge and sanctuaries (Section 81 of RA 8550). Fishery sanctuaries have biodiversity conservation functions though they are primarily established to help sustain fisheries production. “In municipal waters, the concerned LGU in consultation with the FARMCs may establish fishery refuge and sanctuaries: Provided further, that at least fifteen percent (15%), where applicable, of total coastal areas in each municipality shall be identified based on the best available scientific data and in consultation with the Department, and automatically designated as fish sanctuaries by the LGUs in consultation with the concerned FARMCs” (Section 81, RA 8550).

Underwater assessment in Brgy. Lacawon, Cadiz City in Negros Occidental


Goals and objectives • Core elements • • Key social marketing terms •

Prohibited acts in the use and exploitation of fishery and aquatic resources• Raise awareness on prohibited acts in the use and exploitation of fishery and aquatic resources• Increase knowledge on the fines and penalties for violation Water pollution• Increase knowledge on what and how permits are issued for fishery/aquatic resources privileges• Raise awareness on how pollution in the coastal and marine areas under their territorial

jurisdiction is against the law

Goals and objectives • Core elements • • Key social marketing terms •

SM Lite


SM LiteGoals and objectives

Improved communities’ mindset and behaviour towards coastal biodiversity protection and climate change adaptationSocial marketing is about an exchange of value and benefits. Changing behaviour is hard and social marketing is about identifying a deficit or need that is detrimental to society or the environment and educating the community about the need and solution. The challenges we all must face in adapting to climate variability and change present themselves with increasing urgency. Nowhere will these challenges be greater than in the coastal and marine sector, where often weak institutions and governance systems struggle to deal with mounting pressures from population growth, inadequate infrastructure, and diminishing or already depleted natural resources. In this context, the unique ecosystem processes and extraordinary development pressures within the coastal zone require that both national and local governments, give special urgency to the task of helping to build resiliency against the impacts of climate change in and with coastal communities. The changes are many and already underway. They include rising sea level, increasingly intense cyclones, altered precipitation and runoff, elevated sea surface temperature, and ocean acidification.

SM Lite was applied to make “downstream” changes. For downstream changes this means that there are environmental policies in place (e.g., declaration of an MPA as an official protected area) but local coastal communities often lack the knowledge on or are apprehensive towards following the rules and regulations pertaining to the MPA. It may also be useful to consider applying SM Lite for “upstream” changes, wherein environmental and policy changes can be the primary goal rather than individual level behavior changes for conservation. This knowledge product cites the pilot experience on SM Lite, which focused on steering levels of knowledge, attitudes and practices at the individual level in a positive direction.

Typhoon Yolanda wreaked havoc to the coastal communities of Tacloban in Leyte in November 2013


Integrate a tool to understand human behavior in regular coastal and marine planning and management processesIn addition to current tools used for assessing natural, biological and ecological resources for MPAs, SM Lite advocates the complementary use of a methodology to understand the behavior of people towards their natural resources. SM Lite is both science and art, and has to be well thought out and tested. A campaign is designed around a specific and measurable social change initiative and change in behaviour that can help evaluate the success of work. SM Lite’s Knowledge, Attitude and Practices survey can be deployed alongside the Management Effectiveness Assessment Tool (MEAT) or Management Effectiveness Tracking Tool (METT); and/or as a capacity-building for organizational development of MPA management councils/committees/inter-LGU alliances; or be promoted as a social assessment tool to gain community involvement just like the Participatory Coastal Resources Assessment. Right at start community involvement is sought by SM Lite for buy-in. As more and more people from various sectors are involved with clear roles and functions for MPA management, coupled with the elements of time and strategic communication to embed such practices, threats to the MPA can be reduced and protection of biodiversity will be enhanced.


Greater community buy-in for improved MPA governance and enforcementIt is part of the GIZ-Rare’s partnership goal to involve selected communities by having them understand and be part of good governance and enforcement to protect MPAs. SM Lite is an approach to influence communities to sustain a well-governed marine protected area by seeking the active involvement of the locale in every step, from the basic research/baseline gathering of their perceptions, movitations and fears, co-approving campaign materials/strategies up to the final launch of the campaign. Thus, along the way, their understanding of their roles and function for the project and its long-term benefits is enriched, and the community ownership of the campaign messages and goals is developed.

The LGU of Sagay and Museo Sang Bata ng Negros tapped the youth of Suyac Island to be Junior Ecopatrols, the champion of their SM Lite campaign for the Sagay Marine Reserve, whose parents and relatives are now leading the complementary community-based livelihood program called the Eco-Park Mangrove in their island.


SM LiteCore elements

SM Lite has three core elements, these are:

Specific target audienceSocial marketing is a specific communication intervention focused on having target audiences. A target audience is a group of individuals whose behaviour needs to change to positively impact the problem. They could be directly affected by the problem themselves, or those who can make policy or environmental changes (i.e., voting behaviour, approval of policies). It may also help to consider the groups or individuals who exert influence on the primary target audience’s behaviour in your SM Lite campaign. The target audience used in the citing of experiences of SM Lite are members of the coastal communities such as fisherfolks, coastal households, youth and divers.

Knowledge, Attitudes, Practices (KAP) surveysThis is research conducted before and after the development of the SM Lite campaign to help the SM Lite implementing group: choose and describe a target audience, understand the factors which influence their behaviour, and identify the best ways to reach them (Pre Campaign); and determine the impact of the campaign on their knowledge, attitudes and practices (Post Campaign). This is also called formative assessment, market research, consumer research, or audience research. In between KAP surveys, and considered necessary, is the conduct of qualitative research through in-depth interviews and Focus Group Discussions (FGDs), to better understand the point of views and concerns of the target audience.

Intervention strategyA guiding plan of action for the social marketing program. The intervention strategy or “market” strategy encompasses: • Specific target audience segment(s) • Specific behaviour change goal • Benefits of the desired behaviour to promote• Costs and barriers to behaviour change that will be minimized• The marketing mix (product, price, place, and promotion)• Activities that will influence or support behaviour change

The cumulation of these three core elements as applied in the SM Lite campaigns in the pilot sites are visually shown in the succeeding pages.


SM LitePilot sites: Application of the core elements

SM lite Team: PALMDEVC Location: Southern Leyte Province

SM lite Team: ALFARMDC Location: Leyte Province


SM lite Team: CENECCORD Location: Central Negros Occidental

SM lite Team: Tourism Office-LGU and Museo Sang Bata Location: Sagay City


SM LiteKey social marketing terms

Below are important terms used in social marketing. Many of these elements are borrowed from the field of commercial marketing.

Audience orientation Social marketing planners take time to learn what the target audience currently knows, believes and does. All decisions are made with the audience’s perspective in mind. The program is designed to fulfil the audience’s needs and wants. Often, those who are already working in the field of ICM for their municipalities or cities think they already know a lot about their target audience and have some general ideas about activities that worked in other municipalities. It can be tempting to “copy” or start planning based on these preconceived ideas, but social marketing requires that these notions are first tested with the target audience first. These assumptions may be right, but as have been found by those who have implemented SM Lite, they were surprised at what their target audience actually thinks and says. For example, in Suyac Island of Sagay City, the SM Lite planners composed of the Tourism Office and Museo Sang Bata initially had assumed that the coastal residents of the Island were aloof regarding the Sagay Marine Reserve’s rules and regulations, but results gathered from their Pre Knowledge, Attitude, Practices survey revealed, and they did not expect, that the coastal residents’ ‘aloofness’ was deeper than just lack of awareness on MPAs. Upon hearing of the SM Lite intervention, their attitudes were highly resistant to any government programs as they assumed that being involved in one would lead the local government to tell them to evacuate and take away their island from them. The process of orientation is iterative, and not a one-time deal, as several visits back to the island meant deepening the interpersonal exchanges between the LGU and the residents to clarify doubts and translate negative perceptions into a shared vision to enable them to be part of the protection and conservation efforts for the Sagay Marine Reserve.

Audience segmentation and selectionAudience segmentation is the process of dividing a broad target audience into more homogeneous subgroups, called audience segments. The purpose of dividing up an audience into segments is to make the SM Lite program more effective and to use resources wisely. The formative research will enable the SM Lite planners to determine who among the concerned audiences to prioritize, and select accordingly with considerations also of what are the current capacity and resources of the SM lite planners.

A program developed for the “general public” will likely not be really effective for any one person or group. But, by tailoring efforts to a particular


segment, effectiveness can greatly improve because the SM Lite campaign can use the programming, communication channels, and messages that are most relevant to a particular segment. This way, they are more likely to be reached and are likely to pay more attention, creating a more effective program.

To illustrate, completely different audiences evolved from the SM Lite pilot experience:

• Local fisherfolks. SNCDMC, Cadiz- City Agriculture Office (CAO) piloted their campaign for fisherfolks of two barangays where their respective MPAs were located.

• Diwal divers. When Angel Wings “Diwal” was rehabilitated thru the MPAs in CENECCORD, resource population grew as expected. Not all diwal divers however have knowledge of the MPA and the rehabilitation efforts. Some of them welcome the idea of rehabilitating the resource


while others stick to their belief that the resource grow naturally in the area. A social marketing campaign for Diwal MPA was then launched to increase awareness specifically among diwal divers about the MPA.

• Elementary students. For the SM Lite Campaign in Suyac Island, the primary audience identified was 30 students from the Suyac Elementary School, to increase appreciation of marine ecosystem and promotion for the love of the sea to these children.

Categories of adoption of new behaviour or ideaAdoption of a new idea, behaviour, or product (i.e., “innovation”) does not happen simultaneously in a social system; rather it is a process whereby some people are more apt to adopt the innovation than others. Researchers have found that people who adopt an innovation early have different characteristics than people who adopt an innovation later. When promoting a new behaviour to a target population, it is important to understand the characteristics of the target population that will help or hinder adoption of the desired behaviour. When promoting an innovation, there are different strategies used to appeal to the different adopter categories. There are five established adopter categories, and while the majority of the general population tends to fall in the middle categories, it is still necessary to understand the characteristics of the target population. • Innovators - These are people who want to be the first to try the innovation. They are

venturesome and interested in new ideas. These people are very willing to take risks, and are often the first to develop new ideas. Very little, if anything, needs to be done to appeal to this population.

• Early Adopters - These are people who represent opinion leaders. They enjoy leadership roles, and embrace change opportunities. They are already aware of the need to change and so are very comfortable adopting new ideas. Strategies to appeal to this population include how-to manuals and information sheets on implementation. They do not need information to convince them to change.

• Early Majority - These people are rarely leaders, but they do adopt new ideas before the average person. That said, they typically need to see evidence that the innovation works before they are willing to adopt it. Strategies to appeal to this population include success stories and evidence of the innovation’s effectiveness.

• Late Majority - These people are skeptical of change, and will only adopt an innovation after it has been tried by the majority. Strategies to appeal to this population include information on how many other people have tried the innovation and have adopted it successfully.

Diwal divers were the target audience for CENECCORD’s SM Lite campaign in the municipality of Pontevedra and San Enrique


• Laggards - These people are bound by tradition and very conservative. They are very skeptical of change and are the hardest group to bring on board. Strategies to appeal to this population include statistics, fear appeals, and pressure from people in the other adopter groups.

The behaviour continuum SM Lite went through exercises to understand Rare’s Theory of Change to depict an “equation” of how to get to the desired outcome of the social marketing campaign.

To Rare, its Theory of Change (ToC) is the guiding formula of all Pride Campaigns. It tries to create a commonly understood vision of how behaviour change will lead to environmental threat reduction. The ToC is formulated by identifying the problem, the threat, the behaviour that needs changing, the enabling environment needed, what people can talk more about and what the campaign wants people to think and know.

Influencing behaviour (not just awareness or knowledge) is the bottom line of any social marketing program. Therefore, the SM Lite campaign’s goals should be designed to influence behaviour instead of only increasing knowledge or awareness of a problem. An SM Lite campaign may want the target audience to adopt a new behaviour, stop a current behaviour, or refrain from starting a new behaviour. To do this, understanding the following is important:

• Current behaviours of the audience• Ideal behaviours• Reasonable steps to move the audience from the current behaviour towards the ideal behaviour• What determines their behaviour


SM Lite Planning Process • Main costs estimate • Results •

The behaviour change continuum is a hierarchy of the target audience engagement with the campaign: Pre-Contemplation, Contemplation, Preparation, Validation and Action.

The initial behaviour change an SM Lite campaign asks for may not be to adopt the ideal behaviour. The audience may need to start with smaller changes that move them towards the ideal behaviour. In this light, it helps to be aware that the social change the campaign is aiming to achieve will take time, as people generally move along this behaviour change continuum if there is, among others strategies to remove barriers such as sufficient and continuous communication interventions in place.

The end point is always action. Ask this question: “What do we want the target audience to do as a result of our intervention?”

Competition Social marketing, like commercial marketing, takes place in a competitive environment. Competition is defined as the “behaviours and related benefits that the target audience is accustomed to—or may prefer—to the behaviour being promoted.” The target audience is doing something instead of the behaviour asked of them to do. Why does the audience prefer the competing behaviour over the behaviour promoted? In social marketing programs, competition should be acknowledged, explored, and addressed by the strategies of the program.

Exchange For every choice people make, there is an exchange that occurs: one gives one thing up in return for something else. In the commercial marketing world, this exchange can be tangible (pay an extra few pesos and get more in a bigger bottle of shampoo), or it can be intangible (buy a brand-name pair of shoes and get the image that goes with the brand). While the exchange can be tangible in social marketing (e.g., not fishing for Diwal shells during close season, for bigger harvest during open seasons), the exchange is often intangible, such as giving up illegal fishing in No-Take-Zones to improve the MPA’s health. The target audience will compare the costs and benefits of performing a behaviour before choosing to adopt it. What the target audience values and what costs they perceive to create an exchange that persuades them to adopt the flagged positive behaviour of the campaign over the competition must be determined. The exchange should increase the perceived benefits of the target behaviour and minimize its costs. Or it could increase the perceived costs of the competing behaviours and minimize their benefits.

SM LiteSM Lite Planning Process • Main costs estimate • Results •


1STEP 1STEP 1STEP

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Consider the major players in ICM activities at the barangay, municipal and provincial local government levels.

Set criteria for selection of partners

Formalize team and partnerships through a Memorandum of Agreement

Define the problem using guide questions

Focus on communication-related problems

Build a criteria in selecting your target audience

Frame the target audience emotions, will and intellect

Conduct Pre Knowledge, Attitudes and Practices survey

Determine sample survey size

Develop survey instrument

Recruit enumerators

Conduct the Pre KAP survey and qualitative interviews

Analyze and share the findings

Select/ Establish your SM Lite Team

Define the problem Diagnose

1 2 3

The SM Lite planning process The SM Lite planning process is a structured approach to developing and implementing a communication program or intervention for voluntary behaviour change. It consists of six phases.


1STEP 1STEP 1STEP

2STEP 2STEP

3STEP 3STEP

4STEP

5STEP

6STEP

Assign the campaign targets

Develop core messages

Formulate a creative brief

Formulate a marketing mix

Select channels, design, use of spokepersons

Do an action plan

Launch the SM Lite campaign

Conduct the Post KAP questions

Consolidate data

Analyze and report findings

Set SMART objectives

Campaign planning and launch

Evaluate

4 5 6

The SM Lite planning process


Select/Establish your SM Lite Team1A good starting point for establishing a social marketing team is to consider the major players in ICM activities at the barangay, municipal and provincial local government levels. There may already be individuals from the Municipal Agriculture Office, Municipal Environment and Natural Resources Office (MENRO), Tourism Office, Protected Area Management Board, inter-LGU alliances or other fishery management councils, even local academic institutions, museums or Non-Government Organizations can be considered, as they may already be intending/ implementing some communication related programs or activities, or may be interested in launching a social marketing campaign. The ideal office or group of people to work with has also the same target audience of your campaign as their usual group of stakeholder that they are mandated or currently engaged with. Reviewing the five adopter levels (p.32) can also help.

The selling point of social marketing is understanding the behaviour of people and engaging them towards meaningful ways. As there are regularly conducted scientific ecological-based assessment of resources and some evaluation of management effectiveness of MPA to give initial information on governance and management of MPAs, no tools are provided to local development planners to directly research social behaviour of the community. Social marketing fills this gap to enhance current socio-economic data and methods of data gathering.

A general criteria for choosing partners are:• Availability of funds• Availability of staff (1 or 2 persons)• Interest• Commitment• Current efforts to address the problem defined

The SM Lite team may be loosely formed or be formalized through a Memorandum of Agreement (MoA) to ensure that roles and responsibilities are clearly delineated and activities during implementation will be supported.

.

SM Lite Planning Process


Define the problem2This phase creates the foundation on which to build the SM Lite plan. Changes and revisions are often made during any planning process, but it helps to begin drawing a broad idea of the important factors in which the SM Lite campaign will be planned for. These are: the (1) description of the problem, (2) who can be the target audience(s), and (3) a vision for change.

Define the problem using guide questionsSM Lite implementers will initially have a broad idea of the problem at hand pertaining or affecting the MPAs, or for which the campaign is for. Here are some questions that can be starting points to understanding the problem in the community.

Guide questions for understanding the problem:1. What is the problem? 2. What factors contribute to the problem? What causes or contributes to those factors? 3. Who is affected by the problem? 4. Who is most likely to change? 5. Who is able to change? 6. What evidence demonstrates there is a problem? Do you have evidence to show the burden

of the problem in the community?

Focus on communication related problemWhen assessing the situation in the field based on field experience or additional research on the factors responsible for the problem the SM Lite Campaign aims to address, a long list may result. The first thing to do in such a situation, even before the problems are prioritized, is to separate problems that can be addressed by communication from those that cannot.

Communication related problems are those that deal with issues regarding people’s participation, perceptions, adoption of innovation and change of behaviour. These kinds of problems are generally concerned with change in awareness, knowledge, attitudes and practices or with factors concerning participation. Issues that can only be addressed by the availability of finance or materials (i.e., provision of alternative livelihoods) cannot be resolved by a campaign or communication because these are categorized as structural problems, although positive receptiveness and results of SM Lite campaigns can assist in lobbying for funding.

Build a criteria in selecting your target audienceBefore you start deliberating about which audiences you might like to work with, it can be helpful to think about some criteria for selection. Knowing what characteristics you need or desire in an audience can help you narrow down your choices. For example, you may decide that your ideal audience would be:

• Affected by the problem (or have the ability to change the environment of those affected by the problem)


• Likely and willing to change their behaviour• Easily accessible by you or your partners• One that fits in with your organization’s priorities• Have behaviours that are relatively easy to change

Much like the assessment of resources, gathering of secondary data is also recommended on your initial list of target audiences. Reviewing these will be helpful to determine which gaps are not being answered by these secondary data (i.e., knowledge on the rules and regulations of the MPA, attitudes on supporting of reporting illegal fishing).

In selecting the final target audience, SM Lite planners must prioritize which ones are the most important to the team. Is it more important to work with a high-risk or difficult audience, or is it more important that the campaign aims for early success by starting with a target audience who are already in the high level of the behaviour continuum or can easily adopt to the new desired behaviour? What happens if the team wants to work with an audience who is difficult, will there be sufficient capacity and resources to support the required SM Lite resources to help them change their behaviour?

Work with your planning team to prioritize criteria. Which are most important? Which are ones that would be nice but aren’t crucial? Once you know this, then you can start focusing on segmenting your target audience and zoom into the intended knowledge, attitude and practices/behaviour change for this target audience.

Also, it helps to consider potential secondary audiences or influencers to your target audience. These audiences are the people who can help support or hinder the desired behaviour change of your SM Lite campaign.

Guide questions in identifying an appropriate Target audience, segmenting the target audience and understanding broad behaviour is available as Annex A.

Frame the target audience’s emotion, intellect and willSM Lite pilot sites utilized Rare’s Theory of Change (ToC) to help them visualize the change they want to happen in their campaign. The ToC is considered by Rare as a campaign pipeline that sets out the kind of behaviour change that the target audience would adopt to achieve long term conservation results. In particular, Knowledge (K) refers to what the target audience should think, Attitude (A) is the heart –what the campaign aims for them to feel; Interpersonal Communication (IC) refers to the mouth- what are the the positive things the target audience should discuss with others about the MPA, Behavior Change (BC) refers to how K, A, IC translates into positive actions in support of the SM Lite Campaign, while Barrier Removal (BR) is the factor outside of the person, but the person or other groups have to overcome. Thus the succeeding elements of the ToC are assumed to lead to behaviour change, threat reduction and conservation results.

Diagnose3


Emotion WillOutcome

Intellect

1. What could the information in the campaign mean to this person and how could it make them feel?

2. How do you want them to feel?

3. What are the cultural and social contexts that determine how the information should be spoken about?

1. What can this person/ these people do?

2. What do these people want to do?

3. What do these people need to achieve the desired/expected action/outcome?

4. What is their capacity to achieve this?

1. What do they know?

2. What do they want to know?

3. What do they need to know?

4. What language do they use?

5. What is their point of interest?

6. How are their interests similar or opposing to other individuals in their group or community?

For SM Lite, the most achievable results were planned around improving knowledge, attitudes and interpersonal communication on what is an MPA, how to understand its importance and what benefits can be gained if positive actions are taken.

Alternatively, a simpler approach to help SM Lite implementers determine what their campaign can be about is to zoom into three factors: the audience’s emotion, will and intellect. These are three components that people use to shape a single or multiple outcomes that the SM Lite campaign aims to achieve (e.g., increase knowledge on a particular threatened species). Figure 3 contains some basic guide questions to help SM Lite implementers frame the desired emotion, will and intellect that their target audience can adopt.

Eventually, undergoing Phases 2 and 3 will enable the campaign to form a vision. A campaign’s vision should be simple, achievable and valuable to the target audience’s current and future needs. Visions can be very simple or complex, depending on what the campaign aims to achieve. Visions can flag conservation benefits, economic gains, sustainable lifestyle changes or adoption of a new technology or product.

Figure 3. Guide questions to frame target audience’s emotion, intellect and will


Pre Campaign Knowledge, Attitudes, and Practices (KAP) SurveyDuring diagnosis phase, using a survey is recommended. It is a systematic approach of doing social research instead of relying on intuition to identify the SM Lite campaign strategy. A survey is a valuable assessment tool in which a sample is selected and information from the sample can then be generalized to a larger population. Many corporations spend considerable amounts of money on customer surveys every year to use the results to amend strategies, design new products and services, focus improvement activities and to celebrate success. Much to the same purpose, an SM Lite Pre and Post Campaign KAP surveys help to determine the gaps in their emotions, will and intellect, and how much buy-in do they have with regards to the overall goal of the SM Lite campaign.

The formative research of SM Lite is composed of two parts: (1) Pre Knowledge, Attitudes, Practices (KAP) Survey and a (2) Post KAP survey after the SM Lite campaign is implemented. When done before the campaign, Pre KAP helps to establish a baseline based from quantitative data of the community’s knowledge, attitude and practices and from its results, the target audience(s) is determined. The Pre Campaign KAP will also reveal some important campaign information such as target audience’s preferred sources of information, flagship species and campaign ambassador prior to the start of the campaign. Thus, the Pre Campaign KAP survey provides a variety of information which can be a source in creating innovative campaign collaterals and activities. SM Lite implementers will refer back to their Pre Campaign KAP survey when the campaign is finished and use the same survey instrument ( called as the Post Campaign KAP survey ) as well as maintain the same variables (i.e., same time, same group of people, same location, etc.) to document changes from the baseline and extract significant results. The Post Campaign KAP is Phase 6: Evaluate.

Here are the basic steps for doing the Pre Campaign KAP:

Determine sample survey sizeIn order to have confidence that the survey results are representative, it is critically important that you have a large number of randomly-selected participants of the target audience. The approach to determining the sample size is based on statistics, hence it can seem intimidating for non-mathematical practitioners. The value of understanding some statistics to determine a sample size is important because of the following reasons: (1) A larger sample size can yield more accurate results-but excessive responses can be costly given the resources (e.g., manpower, time, resources) required to obtain the responses; (2) results need to be statistically significant, account for variability, have an identified precision level and be reported with a certain level of confidence and reliability. Margin of error, confidence interval and confidence level are common terms in determining sample size.

There are several approaches to determining the sample size. These include using a census for small populations, imitating a sample size of similar studies, using published tables, and applying formulas to calculate a sample size. There are many print and online resources that can explain these strategies in an understandable manner. Two of these strategies are deemed most effective and are discussed below.

Using a census for small populations (200 or less)One approach is to use the entire population as the sample. Although cost considerations make this impossible for large populations, a census is attractive for small populations. A census eliminates sampling error and provides data on all the individuals in the population. In addition, some costs such as questionnaire design and developing the sampling frame are “fixed,”


Table 2. Sample size table

that is, they will be the same for samples of 50 or 200. Finally, virtually the entire population would have to be sampled in small populations to achieve a desirable level of precision.

Using published tablesA third way to determine sample size is to rely on published tables. Sample size tables, such as the one below showing minimal sample size required for given population sizes and confidence intervals are also used to determine the minimum sample size thus avoiding tedious calculations.

Source: Xu, Gang. “Estimating Sample Size for a Descriptive Study in Quantitative Research.” Quirk’s Marketing Research Review, June 1999.


Develop survey instrumentA customizable survey instrument (Quantitative survey), an enhanced version from the one used by the pilot experience, integrates climate change throughout the questionnaire and is available as Annex B. The sections of the survey are:

1. Socio-economic and demographic2. Housing characteristics and location3. Knowledge of climate change and the focal area4. Establish baselines for and measure change in attitude5. Establish baselines for and measure change in interpersonal communication6. Trusted sources of information and media access/exposure7. Establish baselines for and measure change in behavior8. Flagship species

Qualitative surveys, which contain questions that are more in-depth, can be additionally formulated and done to gain further insights from your target audience.

Recruit enumeratorsLocal enumerators don’t have to cost money. Volunteers can be sourced from youth groups, schools or other active organizations in the community. This is also an effective method as the people who will be asking questions are people the community already are familiar with. Local enumerators can also be identified with assistance from the barangay officials.

Conduct the Pre KAP and qualitative interviewsImplement as planned for the SM Lite campaign.

Analyze and share findingsThe data from the respondents would have to be consolidated. The SM Lite pilot sites utilized SurveyPro, which is a software for creating, administering and analysing surveys.

For a low cost approach, the results can also be manually consolidated. An example is provided by Annex C.

By the end of this Phase the findings should be able to let you fill-in the following matrix, known as the Johan’s Window, to pinpoint the SM Lite Campaign’s entry point. The next phase is to assess and transform the secondary data available and the data collected in the field into information useful for designing the campaign strategy.

OPEN KNOWLEDGE

What the campaign knows and what the target audience knows

TARGET AUDIENCE KNOWLEDGE

What the target audience knows and the campaign doesn’t know

CAMPAIGN’S HIDDEN KNOWLEDGE

What the campaign knows and the target audience doesn’t know

BLINDNESS

What the target audience and what the campaign doesn’t know


Set SMART objectives 4In this Phase, and with the results from the Pre Campaign KAP, it is essential to return back to the answers on the guide questions on the target audience’s, emotions, intellect and will and assign SMART objectives. SMART objectives give a specific direction on the plan for change. SMART is an acronym for:

S: SpecificM: MeasurableA: Action-oriented R: Relevant T: Time limited

Assign the campaign targetsThe objectives for knowledge, attitudes and practices are designed to be progressive in stating SMART objectives with specific behavior change, and not merely crafted as independent from each other. It helps to think of the objectives as interrelated, like links in a chain. When it comes to assigning figures or targets, it is important to note that each target must be linked or go through what knowledge to be learned, what attitudes to improve and what practices can be shaped more positively with the target audience in mind, these three have to be designed to be interconnected or related, so the deployment of resources is more efficient.

Assign specific figures in terms of what you want them to know, feel (attitudes), talk about (interpersonal communication), and do (behavior change). If it’s still unclear to be imagined who, and how the target audience is, and what and how to communicate with them at this point, then additional research must be done through conduct of in-depth interviews and focus group discussions with the target audience.


Tips:• Develop a few core messages that

connect the dots between what the campaign aims to achieve and how it relates to your audience.

• Develop messages around a single idea.

• Keep language simple and use analogies or personal stories to get your point across.

• Make your messages believable.

• Provide evidence such as numbers to increase credibility.

• Be consistent with delivery. Highlight what is relevant to the issue and your audience, but be sure to include a consistent statement about the campaign. This makes the campaign’s messaging memorable and helps position it in the natural environment of the target audience and in the minds of your audience.

Campaign planning and launch5Develop core messagesAfter the target audience is segmented, selected and defined, then everything that the campaign communicates should be framed in a way that will attract that segment. It is also likely, that other people not in the campaign target audience/group are also attracted to what the campaign is communicating. Messaging language lets the person receiving the message know something about how the campaign’s goal will help them, why they should choose the positive action over other similar “options or alternatives” elsewhere, and/or why the offering is worth spending personal efforts in. It is also important to include clear calls-to-action (e.g., reporting hotline) that are suited for the place the campaign’s target audience are in. To be successful, a social marketing campaign has to reach people with a message that will help them decide to change their behavior. If the message isn’t understandable, if it doesn’t reach its audience, if it scares or offends them too much, if it doesn’t seem to apply to them, or if it simply doesn’t register at all, they won’t respond.

Formulate a creative brief This is a short document, 1 or 2 pages, used as a guide to help produce the materials and states the positioning of the campaign. The brief is a catch-all, summary document about everything that the SM Lite will do and highlights the most important creative issue. As reference, a sample creative brief is included as Annex D.

Formulate the marketing mix: The marketing mix is used as support in developing a campaign strategy. The marketing mix determines the four components namely product, price, place and promotion.

Product: What the audience gets or what you offer; can be tangible items, intangible benefits, or the behaviour itself.

Price: What the audience gives up to get a tangible product; also the costs or barriers to making the desired behaviour change.


Select channels, design and use of spokepersonsIn order to make sure that your message is understandable, accessible, and noticeable, the SM Lite campaign needs to pay attention to three areas:

•Thechannelsthroughwhichyoutransmitthemessage•Thedesignelements•Theuseofspokespersons

ChannelsThe SM Lite campaign materials need to get your audience’s attention. Put your message where they can’t miss it. If channels are creatively used and mixed well, then the campaign is much more likely to get the message to those for whom it’s intended. The channels have to be ones that the target audience is exposed to. People are more apt to see posters or signs in their neighborhood than elsewhere, and to pick up fliers in places where they’re already thinking about the issue.

Another factor that will influence the choice of channels is what resources you have available. If the campaign has a considerable budget, the choice of channels is obviously wider than if the campaign is minimally budgeted, largely dependent on staff and volunteers and the generosity of community members.There are numerous options, some are listed in Annex E.

DesignBesides the obvious - bright colors, catchy music - the design elements that might be most important here are those which will convince your audience that the message is one that’s relevant specifically to them. The use of images that mirror the target population, for instance, and of situations that reflect those in their own lives, might help to catch their attention. A message in their native language is a must. Colors, unusual visual elements, movements, familiarity of images, font choice, are just some of the factors to consider in designing materials. These factors are elaborated in Annex F.

Use of spokespersonsMany social marketing campaigns employ one or more spokespersons. They may be famous or not, but they become symbols of the campaign, and - if it penetrates their minds - people come to identify them with it. The choice of a spokesperson is one more element that can help to make a social marketing message successful. If the spokesperson is to contribute to, rather than detract from, your message’s effectiveness, s/he has to be chosen carefully. As with any area of social marketing, you can find out whom people will respond to, by asking them.

Place: Where the audience is located or gathers, performs the desired behaviour, accesses. products/services, or is thinking or hearing about the MPA issue.

Promotion: Messages, materials, channels (path used to reach the target audience), and activities to promote behavior change and describe the product, price, and place features of the program. Promotion includes communication or education that describes the program’s benefits, product, price, and place. It includes • Messages• Materials• Channels• Incentives


Evaluate6The post KAP survey is undertaken to validate whether the SM Lite program has achieved the desired behaviour change in a period of time. After the campaign period, it shows where the target audience’s knowledge, attitude, interpersonal communication and behaviour levels are with respect to the ladder of behaviour change continuum. The Post KAP questions uses the Pre KAP questions to determine changes or improvements. Refer back to the Pre KAP survey instrument and revise accordingly.

It is important the results of the survey, like the Pre KAP, is consolidated and shared with those who implemented the campaign as well as to the community.

Return to the matrix used in Phase 3 (Annex C) to determine the overall “change” from the baseline data to the post implementation of the SM Lite Campaign.

Do an action planThe following matrix can be used to do your action planning.

Resources required Indicators

Objectives Activities Target outputs

Office and person responsible

Cooperating groups

Budget (PhP)

Others Target date

Output Process Outcome

Launch the SM Lite CampaignThis moment is where all the hardwork from the planning adds up to. After analysing data, interpreting results, translating results into understandable, noticeable and accessible ways, the launch of an SM Lite Campaign is a much anticipated event not only for those who have planned it but also for the target audience. It is advisable that the launch be documented through photography, video or a narrative story.


Step Cost items Cost (PhP)

Establishment of a SM Lite Team

Climate change adaptation and social marketing tool orientation, technology of participation and facilitation, program management cycle

15,000

Diagnose and Evaluate

Preparation of surveys, reproduction of surveys, hiring of enumerators, logistics, travel and communication expenses

20,000

Survey Pro Software (optional) 120,000

Campaign planning and launch

Basic: Coastal community meetings, t-shirts (200 pcs.), key chains (500 pcs., caps (500 pcs.), billboard

70,000

Extensive: Flagship species mascot, boat tarpaulin, marine camp/youth orientations, radio plug production and airing, video documentary,

100,000

Food, venue, entertainment, logistics (50-100 participants) 30,000

SM Lite Main costs estimates

Table 3: Main costs estimates of SM Lite

The overall costs per province and per Municipality or City where SM Lite can be used depends on the nature of the SM Lite team (e.g., through inter-LGU alliances/network, LGU-private partnership), the number of campaign sites, capacity of the SM Lite team, available budget and the target reach of the communication materials. Table 3 provides an estimate based on experience.

1

36

5

Resources required Indicators

Objectives Activities Target outputs

Office and person responsible

Cooperating groups

Budget (PhP)

Others Target date

Output Process Outcome


SM Lite ResultsAchievements related to Project Goals and indicator (Goal 3)

Goal 3: Improved community awareness on coastal biodiversity protection and climate change in at least 30 selected municipalities / cities by 12/2013 (KAP survey in 2011 and 2012 / 2013).

KAP results (summary)

• In 9 out of 10 pilot sites across 5 LGU alliances, survey respondents have indicated that any intrusions into the MPAs have decreased in the past 12 months. Similarly, survey respondents from 8 out 10 pilot sites showed increased involvement in the activities related to their MPA.

• On average, SM Lite campaign sites considerably increased the levels of knowledge on the benefits of having an MPA nearby among survey respondents (29.57 percentage points (pp)*.

• On average, Attitude of the respondents on support to increasing the level of enforcement of MPA Rules have also increased (9.64 pp)

• On the average, there is also increased in Interpersonal Communications (19.98 pp).

* What is a percentage point? “%” is a ratio of two values (the new value divided by the old value), thus a “percentage point” increase/decrease makes it clear that an increase/decrease of a percentage point do not mean a relative change (i.e., some fraction of the original value).


Five municipal alliances and three LGUs provide counterpart to support social marketing campaignsEight SM Lite grants were awarded ranging from PhP25,000 to PhP285,000 depending on the number of municipalities involved, for a total of PhP979.962.50. Activities included environmental picnics and marine youth camps, boat racing contests, an MPA mascot parade, a quiz show, coastal cleanups, and the production of collaterals like t-shirts, ecobags, billboards, brochures, posters, calendars, fishermen’s hats, boat awnings, and a blue crab mascot. Overall the grantees committed to pool PhP606,772.50 or 38% of total project cost, an average of 36% for the eight projects, ranging from 16% to 73%.


SM Lite is promoted as an innovative and practical approach to change how people relate to nature by Blue SolutionsBlue Solutions Project includes and promotes SM Lite as a solution to inspire others globally who are facilitating actions towards healthy and productive marine and coastal ecosystems. Blue Solutions is implemented by GIZ, in direct partnership with GRID-Arendal, a center that delivers information for policy makers, the International Union for Conservation of Nature (IUCN), and the United Nations Environment Programme (UNEP).

Two of the 30 youth of Suyac Island who became the Junior Ecopatrols for the SM Lite campaign


Establish links with provincial, national and regional agencies by inviting key people from these agencies to become part of the SM Lite Campaign activities and lobby for campaign funds

• SM Lite Campaign needs an action plan. If there is no plan, the campaign may not be effective and efficient

• Presentations of the SM Lite campaign to the Municipal Councils and the Local Chief Executive are more effective if done by the target audience themselves telling their stories of how they want to have solutions to the issues.

• Ensure funding from internal sources by incorporating budget for social marketing operations in local management plans.

• Explore links with 4Ps program in the coastal villages as it might be good to involve the beneficiaries of this program in some aspects of the campaign.

SM Lite Success factors


Engage community participation in a meaningful way

• Have someone from the LGU who can lead SM Lite campaign activities

• Involving the community in every step of the process is a must (e.g., “market test” the sound, tone, images and colors to use before mass production) which boosts their sense of ownership over the campaign.

• Prepare secondliners to the current SM Lite team through local community facilitators who can be sourced from the NGOs or People’s Organizations in the community. They are selected community residents who go can go through a formation and training program to become community mobilizers.


• Explore possibility of getting volunteers, but study the risk involved in employing volunteers.

Think practical and impact for the communication materials

• Make the SM Lite activities public, as it put pressure on the people in the barangay to work harder to maintain the positive impression they have created

• Sponsorship of the campaign activities from the highest political leader is important

• Always consult the communities in generating designs of campaign activities as they have plenty of ideas

• Turn some of your campaign activities to become regular community activities, such as the Miss ___/Mr.__ Contest

• It works to use celebrities to endorse a campaign

• Explore the possibility of establishing a Provincial SM Lite Champion Award

• Explore partnerships with private business groups with Corporate Social Responsibility


Key questions on identifying an appropriate Target Audience:

1. Who is the most appropriate audience for your intervention?

2. What are some meaningful ways to distinguish one group from another?

3. Which audiences do your partners and stakeholders most care about? Which audiences are your partners and stakeholders interested in reaching?

4. Which audiences do you or your partners have access to?

5. Which audiences fit in with your organization’s priorities?

Segmenting the Target AudienceThe key to audience segmentation is to divide your audience by meaningful factors that are relevant to the adoption of the desired behaviour. What separates the people who do the desired behaviour from those who don’t?

For segmentation, it is recommended that you frame it specifically either to their behaviour or segment them based on attitudes and motivations.

Behaviour-based:• Those who do the desired behaviour

consistently• Those who do the desired behaviour but

somewhat inconsistently.• Those who occasionally or rarely do the desired

behaviour• Those who never do the desired behaviour

Attitudes and motivation-based:• Those who want to do the desired behaviour

and are successful at doing so.• Those who want to do the desired behaviour

but have some common difficulties or barriers to overcome

• Those who have no interest in the desired behaviour and no motivation to adopt it

Key questions:1. What are the segments in your target audience?

How do they differ from each other with regards to their behaviour?

2. Which audience segments are most affected by the problem? Or, who has the ability to change the environment of those affected by the problem?

3. Which audience segments are most likely and most willing to change their behaviour?

Identify broad behaviourSelecting a behaviour: 1. What is the current behaviour of your target

audience? 2. What specific behaviour are you going to

address with your intervention? 3. What is the most realistic behaviour change

for the target audience to adopt? 4. What behaviour can you feasibly try to

change? 5. Will a change in this behaviour actually affect

the problem? 6. Should you select one behaviour or a series of

behaviours?

Understanding the behaviour: 1. What will the audience like about the new

behaviour? What are the consequences of change?

2. What might keep the audience from adopting the new behaviour?

3. Are there social, economic, or environmental factors that play a role? What are they?

4. Are there policies or standards (e.g,, government laws policies) that either help or hinder the behaviour change?

5. What makes the audience’s current behaviour easy? What makes the target behaviour difficult?

6. Is it a measurable behaviour? Is it observable? How would you measure it?

ANNEX A: Guide questions to determine target audience, segment audience and identify broad behaviour

ANNEX B: Knowledge, Attitudes, Practices Survey Instrument

1


2


3


4


5


6


7


8


ANNEX C: Sample template to report findings

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Source: ALFARMDC


ANNEX D

Source: CAO-Cadiz City


ANNEX E: Menu of options for Channels

Advertisement• T-shirts• Public Service Announcements (PSAs).

Radio and TV stations are required by their licenses to run a certain number of free PSAs for non-profit entities or causes. Many stations will help you write the copy, and will perform them as well.

• Billboards and signs. These can be creative both in the way they’re designed and in the way they’re presented.

• Sponsorship of or links to events, radio or TV shows, sports teams, etc. This option can be done at almost any level, from sponsoring school sports competition (e.g., basketball) to having your message splashed on local cable and national TV, depending upon your resources and connections.

Information channels• Posters. In appropriate locations, couched

in simple language, and with tear -off phone numbers or other information, these can be very effective.

• Fliers and brochures. As discussed above, these can be more compelling in places where the issue is already in people’s minds.

• Organizational and barangay bulletins. These may range from church bulletins to the internal newsletters of local corporations.

• Promotional materials. Items from the familiar caps

• Comic books or other reading material. Reading matter that is intrinsically interesting to the target audience can be used to deliver a message through a story that readers are eager to follow, or simply through the compelling nature of the medium and its design.

• Internet sites. Depending upon the audience, this can be a successful way to reach a large number of people. You probably need to think carefully about

links from other sites, and about a strategy to make the site easily accessible through search engines. An Internet presence would probably work best in combination with other approaches, so that the URL (website address) would be listed in other channels.

• Press releases and press conferences. These may announce the kick-off or status of a campaign, simply provide information about your issue, or showcase new information about the issue that may help to change people’s perceptions or behaviour.

• Presentations or presence at local events and other gatherings.

• Announcements and presentations at public and institutional or organizational gatherings.

• Guerilla marketing. A one-time, memorable public demonstration on the campaign doesn’t have to be confrontational: it can be positive and upbeat, and still grab the public’s attention.

• Word of mouth. If you can get to a few key influential people, they can help to extend a social marketing message to a whole target population simply through their networks and their day-to-day contacts.


ANNEX F: Factors to consider in design

• If your message is in a visual medium - print, TV, a short video/film, the Internet - whether it’s moving or stationary, there are particular issues to consider.

• OPTION 1: Work with a graphic artist or filmmaker, work with a menu of ideas

• OPTION 2: In order to contribute - or if you’re your own designer - it will be helpful to consider:

• Color. Bright colors tend to attract attention, but sometimes say the wrong thing, clashing with the actual content of your message.

• Unusual visual elements. Infrared photography, black-and-white abstract design, distortion, speeded-up or slow-motion film or video, and other interesting visual effects can be engaging, if they’re not too jolting.

• Particularly beautiful or arresting images. • Movement. A still photograph can trap tremendous movement, while a

film or video can have virtually none. Movement, whether encapsulated in a photograph or used literally in a film or video, tends to capture attention.

• Accessibility. The familiarity of the images or print you use, how easily they’re understood, and what kind of language they’re put in (in the case of print) all contribute to how accessible they’ll be to the target audience.

• Subliminal or subtle visual messages. Unspoken communication- the presence or absence of people of different ethnicities in the community, women, children- makes it possible to use visual images to send complex messages without having to use words

• Identification. Showing people just like those in the target audience engaging in particular behaviour is one way to help convince the target audience to do the same.

• Music. Depending upon whom you’re aiming at and what you’re trying to get across, you might use music either as a background or as the message itself. A familiar tune or type of music can help the hearer identify with the message, or can engage him on an emotional level. A loud or unusual musical feature can draw his attention. A particularly catchy jingle or song can make your message impossible to forget.

• Voice quality. If you’re using an announcer, a voice-over, or a spokesperson their voice can convey any number of tones - comforting, authoritative, warm and welcoming, attention-getting, concerned, panicky, superior, realistic, etc., so keep this in mind. It generally makes sense to be sure that the tone of the voice or voices in your message match the tone of the message itself, or carry the real message you want to get across.

Deutsche Gesellschaft fürInternationale Zusammenarbeit (GIZ) GmbH

Registered officesBonn and Eschborn, Germany

Department of Environment and Natural Resources- Ninoy Aquino Parks and Wildlife Center, Diliman, 1100 Quezon City, Philippines

ContactDr. Berthold SchrimPrincipal AdvisorACCCoast Project

Tel. +63 2 4418440Email: [email protected]

http://acccoast.bmb.gov.ph/

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