a fivestage model for sustaining a community campaign

8/3/2019 A Fivestage Model for Sustaining a Community Campaign

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A Five-Stage Model for Sustaining a CommunityCampaign

RIM A E. RUDD

Department of Health and Social BehaviorHarvard School of Public Health

Cambridge, M assachusetts, USA

JEAN N E GOLDBERG

School of Nutrition Science and P olicy

Tufts University

Boston, M assachusetts, USA

WILLIAM DIETZ

Division of Clinical Nutrition

The Floating Hospital

New England Medical Center

Boston, M assachusetts, USA

T he Sisters Together, M ove M ore Eat Better pilot communication program

focuses on young Black women in three inner-city communities to encourageimproved nutrition and increased physical activity. T he design for Sisters Together

is based on an expansion of a public health campaign that combines social market -ing with community building e orts. T he pilot program design comprises ve

phases: design, promotion, demonstration, transfer, and sustained activity. The pro-

posed ve- stage model holds potential for increasing the life span of a campaign andcontributing to community building. Partnerships and coalition development

promise to maintain the campaign beyond t he limited budget period. This descrip-

tive article illustrates the elements of a hybrid model for the design of a communica-

tion program with examples from Sisters Together, Move More Eat Better, a pilot program currently in the last year of implementation.

Introduction

For more than two decades public health educators have successfully applied mar-

keting strategies to support public health education eV orts and to shape a wide

variety of campaigns (Ling, Franklin, Lindsteadt, & Gearon, 1993). However, in a

society that is inundated with messages, audience response is in¯uenced by both

length and intensity of exposure. Substantial time frames and hefty budgets are

The authors acknowledge the valuable contributions of K elley Chunn, m edia specialist ; N ellie

Knight, M.Ed., community educator and coordinator; Donna DeCaille, R. D., community nutritionist;

Jamell Walker, ScM ; Osula Rushing, ScM ; Alexander Mazard, M.D., ScM ; Karla English ; research

assistants; and all of the members of the Sisters T ogether Coalition. Sisters Together: Move More, Eat

Better is a Weight-Control Information Network Pilot P rogram. This work is su pported by the National

Institute of Diabetes and Digestive and Kidney Diseases of the National Institutes of Health, contract

No. N01-DK -4-2203.

Address correspondence to Rima E. Rudd, Department of Health and Social Behavior, Harvard

Schoo l o f Public Health , 677 Hun tington Aven ue, Boston , MA 02115, US A. E-mail:

rrudd@ hsph.harvard.edu.

Journal of Health Communication, Volume 4, pp. 37-48, 1999

Copyright 1999 Taylor & FrancisÓ

1081-0730/99 $12.00 1 .00 37



38 R. E. Rudd et al .

needed to support any focused eV orts to deliver and sustain messages. Unfor-

tunately, a social marketing approach oV ers a challenge to the resources generally

allotted to public health interventions (Walsh, Rudd, Moeykens, & Maloney, 1993).

Consequently, public health messages are outnumbered by many commercial sectorinterests that promote products and activities with unhealthful consequences. In

many instances, however, sophisticated public health messages provide the only

viable alternative to the pervasive commercials selling untoward health. New stra-

tegies are needed for launching and sustaining a health promoting community cam-

paign.Sisters T ogether, a pilot campaign designed to focus on obesity prevention

among young Black women residents of inner-city communities, oV ered an

opportunity to test a new strategy for a sustainable campaign. An advisory panel of

scholars and community activists, referred to as the Sisters T ogether team, devel-

oped a campaign strategy that would bring an important message into the com-

munity and garner the assistance of a wide variety of community agencies to sustain

both the message and activities that are needed to support it. This discussion

focuses on a ve-stage model for campaign development with illustrations from

Sisters Together implementation eV orts. The Sisters T ogether pilot program is in its

last year of implementation and outcomes are currently being evaluated.

Overview: Campaign Focus

Sisters T ogether is an obesity prevention pilot program created for young Blackwomen residents of three inner-city neighborhoods in Boston with a focus onhealthful eating practices and increased physical activity. Health promoting mes-

sages emphasize group action and bring attention to existing community resources.

In order to insure intensity of exposure to health promoting messages and to con -

tinue the eV orts beyond the limited campaign nding cycle, the Sisters T ogether

planning team focused on methods to sustain vital campaign messages and toincrease opportunities for community women to carry through with needed action.

The overall framework for the Sisters T ogether campaign has been drawn from

the ecological model that views patterned behavior as an outcome of multiple levelsof factors ranging from individual factors to public policy (M cLeroy & Bibeau,

1988). Campaign themes and activities for the pilot program were designed tosupport local resources through expanded availability of healthy foods, increased

use of existing programs, and augmented skills. Campaign promotional eV orts were

designed to support normative change through messages of healthful eating, positive

images of healthy ethnic foods, and positive images of active women. Demonstra -

tions were designed to both build skills and efficacy and to highlight local expertsand available programs.

If the Sisters Together eV ort was to move beyond the promotion of ideas anddemonstration activities, then various community-based agencies and organizations

would need to support Move More/Eat Better themes and activities. These com-

munity agencies could then sustain the campaign themes over time and institution -

alize changes that promote women’s health and support improved nutrition and

increased physical activity. The campaign challenge was to combine message

delivery with demonstration activities and, at the same time, to develop viable part -

nerships with local organizations and agencies. Consequently, the action plans for

the Sisters Together campaign were divided into ve stages : (1) development anddesign of campaign themes and strategies, (2) promotion of key themes, (3) demon

-



Model for Sustaining a Community Campaign 39

strations to establish visibility in the community and viability with potential part-

ners, (4) transfer of activities and skills to partners, (5) work with partners to sustain

themes over time and help others replicate the campaign elsewhere.

Overview: Five-Stage Model

The ve-stage model focuses on the diV usion of a campaign strategy among key

organizations within a community that has the ability to support activities and

services for the target population. The benets of this model accrue to both thepopulation served and to the organizations that serve it through consistent mes-

sages, coordinated delivery, and expanded opportunities for action. Both Labonte

(1997) and Walter (1997) stress the value of a community development approach

and note the critical importance of forging partnerships to build appropriate

agendas and to determine respectful approaches to change. The ve-stage model

combines a campaign eV ort with community developm ent by strengthening net-

works and maximizing use of scarce resources.

The rst stage of the model species the dimensions of the campaign through

the use of well-established social marketing strategic guidelines (M anoV , 1980 ;

Novelli, 1990, Lefebvre & Rochlin, 1997) and community organizing techniques.Stage two, the campaign promotion phase, focuses on implementation of campaign

activities. The expanded ve-stage model includes two promotional eV orts rather

than one eV ort. The rst is the traditional message delivery component ; the second

is the promotion of local community resources. Stage three is the demonstration

phase. It is not always part of a communications campaign; however, when it isused, it serves to demonstrate the value or the ease of acting on the message. In this

model, the demonstration phase has a dual function. F irst, it provides opportunities

to build efficacy among members of the target population. Next, it provides exam-

ples to other agencies that might incorporate similar activities and promote the

same messages. Stage four is the transfer phase and, based on Rogers’ Di usion of

Innovations (1983), focuses on the transfer of skills, campaign activities, and

materials to community partners for adoption and adaptation. In the fth stage,partners are drawn together in a collaborative eV ort to sustain campaign eV orts. See

Figure 1.

Stage 1: Campaign Design and Development

Campaign design can be enriched by lessons from community development and

from social marketing. W hile marketing strategy was used to develop the work planfor the pilot program Sisters T ogether, community development considerations

shaped the formation of the planning group and informed the overall strategyleading to the ve-stage model. If, as Minkler contends, the public health mandate is

to help create the conditions for community groups to set their health agenda and

determine needed action steps, then public health programs must promote com-

munity building. The active engagement of community members in the design and

implementation of programs is one key aspect of such work (Minkler, 1997).

In the development of the Sisters T ogether pilot program, the contract man-

dated a focus on obesity prevention ; however, the decision to work with young

Black women was determined through interviews with community-based nutri-tionists and representatives from community health centers. Health professionals




FIGURE 1 Five-Stage Model for Sustaining a Community Campaign.

were asked to identify where they saw the strongest need among the various popu-

lation groups they served and to suggest where new resources would be most wel-

comed. Their suggestions that program eV orts need to be addressed to young Black

women were supported by ndings from the 1990 Massachusetts Behavioral RiskFactor Survey indicated that the prevalence of obesity was 20%; that young obese

black women with reported annual incomes of less than $15,000 were at high risk

for health problem s ; that risk increased by urban address ; and that 5% of womenages 18 to 24 participate in regular exercise. These issues were being addressed in

the literature (Kumanyika, M orssink, & Agurs, 1992 ; Lewis, Raczynski, Heath,Levinson, Hilyer, & Cutter, 1993) and have been explored in more recent studies

(Airhihenbuwa, Kumanyika, Agurs, Lowe, Saunders, & M orssink, 1996 ; JeV ery &

French, 1996 ; Caldwell, Brownell, Wil¯ey, 1997 ; K umanyika, 1997). Overall, these

studies document the high prevalence of obesity among African American women,

the cultural factors associated with high fat diets, and issues related to physicalactivity. The choice of focus on young Black women for an obesity prevention cam-

paign was seen as appropriate.Consequently, once the campaign target population was identied as young

Black women, the size and composition of the initial group of program planners

immediately changed. Experts in media, education, and nutrition who also lived orworked in the community or both and were familiar with or part of the culture of

the target population were asked to become members of the pilot program planning

and implementation team. This crucial step of expanding the design/decision-

making team to actively engage members of the population of interest enabled the

pilot program team to set a strong foundation for community linkages and forcommunity building.




The strategic planning techniques of m arketing shaped the team’s work plan

and set the agenda for the rst steps in campaign theme and message development.

Social marketing emphasizes the importance of research, design, evaluation, and

redesign as critical to the development of an eV ective campaign (Lefebvre & Flora,1988 ; Lefebvre & Rochlin, 1997). EV ective strategies are based on formative

research that includes an understanding of culture, gender, social class issues, atti-

tudes, and preferences. Initial research for the pilot program drew information from

three sources of data and used three methods to gather information related to Black

women and nutrition and, similarly, to Black women and physical activity.This technique, termed ‘‘triangulation,’’ is often used to conrm data. Findings

are strengthened when data from one source, uncovered by one method, or gathered

by one researcher are conrmed by data gathered by another mechanism (Becker,

1958). In addition to corroboration, however, triangulation also oV ers the possibility

of a more in-

depth understanding of issues as well as a grasp of various perspectiveson an issue (Miles & Huberman, 1994). The various sources of data, gathered by

diV erent methods, yielded insight into practices, preferences, and issues related to

nutrition and to physical activity.

Thus, initial research eV orts for the Sisters Together campaign included analysis

of existing survey data on the topic of prevention and treatment of obesity, liter-ature reviews on diet and weight-loss practices of minority populations, and explo-

rations of the target audience’s understanding of the link between disease and

obesity, knowledge of sources of fat in the daily diet, perceptions of barriers to

low-fat eating, use of food labeling, and perceptions of body weight and image. In

addition, health and communication experts were interviewed, Boston-based com-

munity nutritionists were surveyed, and a meeting was held with the Massachusetts

League of Community Health Centers. The information collected and insights gath-

ered were used to guide the development of message concepts and to prepare a focus

group moderator’s guide. Six focus groups with members of the target audience

were conducted to explore perceptions of health, healthy eating, physical activity,and credible sources of health information. The information gleaned from the

various sources led to the development of the overall themes for the campaign, the

formation of messages about healthy eating and physical activities, and ideas foractivities in support of these messages.

The themes, messages, and ideas for action were designed and then underwentrigorous and detailed testing with the target population. The campaign logo, for

example, combines a multilayered theme statement, Sisters Together: Move More

Eat Better, with a visual depiction of three women walking together. The language

derives from focus group discussions and was one of several combinations of theme

statements piloted and discussed in group and intercept interviews. A number of visuals were similarly tested, modied, and retested for many components including

number of women depicted, size and shape of the gures, hair style variations, andlogo color combinations. The nal logo has generated consistently positive reac-

tions. See Figure 2. Thus, formative research yielded a product that re¯ects the

language of the population and resonates with cultural themes of sisterhood andcollective action.

Throughout the program, the design of all new materials and activities were and

continue to be based on formative evaluations. The m ajor questions shaping for-

mative evaluation eV orts include the following :

the contents address key thematic issues, key information, and needed skills?n Do




FIGURE 2

the design components re¯ect the culture and preferences of the target popu-n

Dolation ?the language and style appropriate and readable ?n Are

Stage 2: Promotion

Prom otion serves as the cornerstone of any campaign. Lessons from the commercial

sector point to the importance of message promotion through consistent repetitions

of themes for community saturation. The primary purpose of promotional activity

in Sisters Together is to convey the messages of healthy eating and physical activityto the target audience of Black women between the ages of 18-35 who live in theBoston neighborhoods of Roxbury, Dorchester, and M attapan. M edia promotion

has been used to communicate specic healthy eating and activity tips, help generate

attendance at events, and cross promote partners. Promotional activities include the

use of print and broadcast media- the use of local radio, TV, and print coverage or

previews through calendar/announcements or P SAs. These eV orts, combined withactive participation in neighborhood events designed to attract members of the

target population, brought the logo, messages, and materials to community women.

At these events, team members set up a table, display a banner, distribute materials,talk about the themes and key issues, and, nally, use the opportunity to encourage

women to sign up to participate in walking groups. On several occasions, partici-pation in such events enabled the team to discuss and pretest materials such as the

walking brochure and calendar menus. Sisters T ogether actively engaged in the

planning for and implementation of festivals, carnivals, professional association

meetings, sponsored family picnics, and walk-a-thons in support of community

agencies. At the outset of the campaign, these events provided Sisters Together withvisibility in the community.

In addition, Sisters T ogether staV compiled a mailing list from women whoattended any sponsored event in order to send out a monthly newsletter. A typical

newsletter includes an article highlighting the month’s theme, a review of one or two

recent events, a description of a partner organization, and a detailed calendar of events for women. For the duration of the funding cycle, Sisters T ogether presents

and continues to cosponsor monthly activities. Additional thematic messages are

delivered in the community through ¯yers, radio spots, and occasional feature arti-

cles in the major city and neighborhood newspapers.

The traditional marketing campaign design focuses on the four P s : product,promotion, placement, and price. Here, in the ve

-stage model, the promotion stage




includes delivery of the campaign message as well as the promotion of local com-

munity programs and resources. These resources include existing health care and

social service organizations, private entrepreneurs, and small businesses. At this

important second stage, successful promotion begins to capture the attention of both the target audience and potential partners. Intercept interviews serving as

interim evaluations of Sisters Together indicated that community women at farmers’

markets and walking in the local parks recognize the logo and can repeat the cam-

paign theme. Early promotional eV orts did capture the attention of both the target

audience and potential partners.

Stage 3: Demonstrations

The third stage of the ve-stage model focuses on demonstrations of action steps

and activities. Demonstrations bring role models, oV

er illustrations of how to imple-

ment the general campaign messages, and provide activities to practice or engage in

action. Strategically placed demonstrations enable a campaign to serve as a vehicle

to increase use of existing programs or familiarize community members with facili-

ties that they had not visited before. The purposeful selection of demonstration

activities can be designed to garner partners and to in¯uence programming at thecommunity level. The demonstration phase of the Sisters T ogether campaign estab-

lished visibility within the community, oV ered evidence of concrete mechanisms to

promote the Move M ore Eat Bett er messages, and oV ered support to potential part-

ners. For example, the Sisters Together planning team mobilized a group of womento walk in a fund raising eV ort by a local organization.

Demonstrations focused on increased activity reinforced the concept that the

‘‘move more’’ component of the Sisters Together campaign symbolizes health pro-

moting action and simultaneously re¯ects the cultural traditions and preferences of

the target population. Activities have included a comprehensive structure for

walking groups and aerobic groups, including the development of a brochure forwalking, a training curricula for aerobic groups, as well as the formation of desig-

nated walking routes and scheduled walk sessions, indoor activities for the winter,

the promotion of existing and often underutilized community centers, and dis-

counted membership at the local YMCA as well as for private aerobic programs.

The nutrition component has included support for the development of a localcable television show W hat’s Cooking in the Neighborhood hosted by a local nutri-

tionist. The television program highlighted local chefs who demonstrated healthy

recipes available at their restaurants and who, in turn, promoted the shows in their

restaurants with table tents. A nutrition and tness calendar contained recipes based

on nutrition recommendations from the dietary guidelines and behavioral ideas forfood preparation and physical activity. The calendar was promoted over the local

radio station and at various meetings in the community. It was also given to SistersTogether partners and distributed to all w omen on the mailing list. The second

calendar included the names of all partner groups. Additional nutrition related

activities included discussion groups and seminars such as a book signing for anethnic cookbook, cooking demonstrations, m arket tours, and work with a local

organization to establish a supermarket to increase the availability of healthful

foods.

These visible demonstrations emphasize efficacy building and are designed to

include small achievable steps, incorporate role models, and support collectiveaction (Baranowski, P erry, & P arcel, 1997 ; Bandura, 1986). All of the activities were




supported by a popular radio station disc jockey, an athlete and entrepreneur, a

dance instructor, and a health center nutritionist. P rocess evaluation measures

included exit interviews at events and follow-up phone interviews to assess percep-

tions as well as proximal outcomes such as intent to act and reported behaviorchanges. P rocess evaluations have included the traditional paper and pencil m ea-

sures used in exit interviews to assess participants’ reactions to programs and

events. Two waves of telephone interviews with members of Sisters Together serve

as baseline and midpoint evaluation measures for a nal analysis but have also

served to assess health related perceptions and to report change among members of the target population. Furthermore, intercept interviews with shoppers at farmers’

markets and with walkers in a local park have focused on questions pertaining to

program recognition as well as to reported change in eating or physical activity.

In-depth interviews with partners and coalition members assess perceptions of needs

and progress in terms of partnerships and coalition membership.F inally, weekly meetings have enabled the planning team to regularly review,

assess, and redirect program eV orts. The regular weekly meeting of the team pro-

vides an excellent forum for tracking a very complex set of activities : developing

materials, making decisions about participation in and coverage of community

events, designing and implementing a strategy for partnerships and resource expan -

sion, and monitoring and assessing activities.

The demonstrations enabled the Sisters T ogether planning group to develop

partnerships with local groups and service organizations. In addition, the Sisters

Together team began to coordinate events in the community by forging relation-ships among Sisters Together partners who had not worked together before.

Stage 4: Transfer

The fourth phase of the ve-stage planning model focuses on enabling community-

based groups and organizations to incorporate key themes into their own activitiesand program s. Transfer is the diV usion of innovation with community organizations

and the adoption and adaptation of the materials and activities that support cam -

paign themes. While some organizations may choose to adopt materials, messages,and themes, others will choose to modify or adapt key campaign elements to more

closely meet their own mission.The transfer phase of the Sisters T ogether campaign includes three separate

activities :

(1) the identication and establishment of partnerships based on mutual or overlap -

ping goals ;(2) active engagement with partner organizations in the community through

cosponsorship ;(3) shared use of logos, materials, and evaluation ndings.

The demonstrations in the third phase of the campaign set a strong foundation

to facilitate diV usion of themes, materials, and programs developed by Sisters

Together.

Potential partners were identied through a community mapping activity at the

program startup. This focus on existing resources, instead of on existing decits,

yielded potential partners (M cKnight & Kretzmann, 1997). A resource guide was

developed early in the campaign and listed all the places women might gather aswell as all the programs and organizations that serve women’s health interests. The




planning team augmented traditional program listings of health centers, health and

exercise programs, and child care centers. Walking and driving tours of the com-

munity enabled team members to add beauty salons, churches, laundromats,

markets, and restaurants to the resource guide.P artners for Sisters T ogether had to meet established criteria : to address

women’s issues and concerns, have themes compatible with those of the Sisters

Together campaign, serve women in the communities of interest, and have a demon -

strated interest in promoting Black women’s health. Partnerships were established

with a rich assortment of individuals, businesses, community-based programs, andorganizations.

A variety of events have provided the opportunity for interaction with partners

and the start of the transfer phase of Sisters Together activities. For example, a disc

jockey began walking herself as she promoted the walking program and other activ-

ities related to the Sisters T ogether P SAs her station had agreed to air. SistersTogether walking programs used several partners’ sites as a starting or ending point

for walks. Demonstration aerobic programs and cooking demonstrations were

oV ered at sites that could continue such oV erings. Leadership training for walking

groups and for aerobic programs was oV ered to the staV of community organi-

zations.The long-term goal of the transfer process is to build a joint consumer-

professional coalition within the targeted communities to focus on women’s diet and

activity. Meetings with the staV of existing organizations were structured to

exchange information and to discuss partnership ideas. The focus of these dis-cussions was to determine interest in the Sisters T ogether campaign, in the joint

sponsorship of activities, in the use of current materials, and in the joint production

of materials. These individual meetings set the stage for formal partnerships. Part-

ners enjoyed access to materials that had been piloted with community women and

revised based on their preferences and recommendations, use of the Sisters Together

logo to promote events, and cosponsorship for key events. The newsletter, sent inwhite paper stock to partner groups, enabled some to repackage timely and inter-

esting notices. Others appreciated the listing and promotion of their key events.

Subsequently, interviews with those who had been partners over time helped theplanning team gather information about organizational goals and objectives,

planned activities, barriers to action, and current needs. A m eeting of all Sisters

Together partners to learn about interview ndings set the stage for coordinate

eV orts among partner organizations. The rst meeting was focused on developing

strategies for increasing the participation of community women and on enhancing

community capacity (Pilisuk, M cAllister, & Rothman, 1997). P artners scheduled

regular monthly meetings. This initial gathering led to the development of a Sisters

Together coalition.

This coalition has the potential to integrate the ‘‘move more, eat better’’ themesinto individual organizations and support the themes through a coordinated eV ort.

To realize this potential, however, all parties must focus attention on articulating

common interests and support and sustain collective action (Fisher, 1997). The pilotprogram team served a critical function by identifying materials and resources

needed by partners and helping the various member organizations plan quarterly

calendars and cosponsor activities. Currently, the coalition comprises seventeen

member groups and continues to meet and plan monthly. Over the course of the

past program year, all campaign activities were coordinated by the coalition andmost community

-based programs addressing nutrition, physical activity, or both




among Black women were cosponsored by the Sisters T ogether Coalition. Events

include a yearly mother and daughter brunch, numerous health fairs, cooking

demonstrations, a winter long fun and tness program, dance programs, and com-

munity walks. Collaboratively developed materials include a coalition poster listingall partners and a brochure providing hair care tips for the active woman.

Stage 5: Sustained Activity / Replication

Sustainability must be at the heart of a successful campaign. If a campaign eV ort isto survive beyond initial funding, then themes and programs must be promoted and

continued by established organizations. The sustained activity phase of the model

must bring the campaign into the strategic planning eV orts of community-based

organizations.

The last phase of the Sisters Together campaign is addressing sustained eV

ort aswell as replication. Sustained eV orts focus on strengthening the existing coalition of

partner organizations. In this last year of assured funding, an entry level position for

a coalition staV person has been created and will be supported. The staV will focus

on coalition mailings, meeting agendas and minutes, and calendar building. Coali-

tion meeting sites rotate and the meetings themselves are facilitated by variousmembers in turn. Scheduled skill building sessions that are focused on evaluation

techniques and on proposal writing may enable the coalition to garner new funds.

The Sisters T ogether planning team is also engaged in evaluation activities.

Replication eV orts are supported by case analysis, discussions of delineated steps,and by evaluation ndings. Learning points, lessons learned, case illustrations, andevaluation ndings all enable other organizations to incorporate activities and pro-

grams developed as demonstration eV orts. Evaluations have been an essential com-

ponent of each of the campaign stages and include formative, process, and proximal

outcome measures. Formative evaluations included measures of the intent and eV ec-

tiveness of materials designed for the campaign. P rocess evaluations consideredwhether the process of the campaign, such as an event, has achieved the goals for

which it was designed. Outcome evaluations will incorporate measures that relate to

the success of the campaign or its elements in the achievement of the primary goalsof the campaign. These activities are currently underway and will include intercept

interviews in the community, phone interviews with women who have participatedin one or more events, and in-depth interviews with community-based agencies

(including partners).

Overall, evaluations and case study descriptions support replication eV orts.

However, the guiding assumption underlying this phase of work is that an innova -

tion must be conceptualized as relatively malleable. Organizations will modifyaspects of a product or process to t their established goals and objectives (Rogers

& Adhikarya, 1984). As long as key components of the campaign are carefully iden-

tied, there is ample room for partners to adapt rather than completely adopt a

campaign design. Evaluation activities for Sisters T ogether will examine ways in

which community organizations adopted or adapted campaign themes.

CONCLUSIONS

Like many social marketing products, public health products are new ideas, prac -

tices, and community-based action steps. These products, like those in the com-

mercial sector, must be well packaged, actively promoted, strategically placed, and




reasonably priced. The public sector has borrowed liberally from the private sector

and has successfully designed strategic marketing campaigns. However, limited

funding continues to handicap the public sector and limit the length and intensity of

campaign eV orts. The proposed ve-stage model for sustaining a community cam-

paign moves beyond strategic design and promotion and oV ers a strategy for

extending the life and increasing the depth of a campaign eV ort.

The ve-stage m odel does not assume that a complete adoption of even the

most rigorously designed campaign will take place; rather it assumes that adapta -

tion is the rule. Dialogue and discussion with potential partners, contracts withpartners, and an openness to creative participatory processes can support and

enrich a community campaign. It is, however, incumbent upon the designers to

share research ndings and evaluation evidence and to delineate key themes and

highlight key ingredients. These themes and ingredients become the core com-

ponents of a¯

exible design. The ve-

stage model for sustaining a community cam-

paign oV ers a mechanism for expanding the life of a campaign.

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