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A durable campaign for mothers and families is built with the people it intends to support. Start by listening to mothers, partners, caregivers and frontline workers; define one specific problem and measurable objective; bring local organizations into shared decisions; choose an intervention that fits the problem; then deliver, communicate and evaluate it with safeguarding and equity in view. The sequence below is a planning framework, not a universal program. Adapt it to your country, community, available services, legal duties and the priorities families identify.
What a community campaign should accomplish
“Campaign” can mean a short awareness effort, a coordinated referral drive, a service-improvement project, a policy push or a combination of these. The correct form depends on the barrier families name. If parents cannot reach prenatal care, more posters may not solve the problem; transport coordination, extended clinic hours or a policy change may be more relevant. If families do not know where to obtain a benefit, clear communication and a trusted referral route may be enough to begin.
Use the following sequence to move from a community-identified need to accountable action:
- Listen and assess the lived situation.
- Define the problem, audience and outcome.
- Map partners and establish shared governance.
- Select a service, product, policy or communication intervention that matches the objective.
- Plan delivery, communications, safety and coordination with existing services.
- Launch in manageable stages and keep a feedback route open.
- Measure reach, access, acceptance, efficiency, equity and results, then adjust.
WHO’s Working with individuals, families and communities to improve maternal and newborn health: A toolkit for implementation – Module 1 (26 July 2017) says its toolkit should be reviewed and adapted to national and local context. Treat that as a design requirement, especially when your campaign extends beyond maternal and newborn health into housing, food, employment, disability, mental health or other family needs.
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1. Listen before you choose a campaign
Begin with participatory assessment rather than an organizer’s assumption about what families need. Invite mothers at different stages of pregnancy and parenthood, partners, single parents, grandparents, young parents, people with disabilities, migrants, rural residents and others who may face distinct barriers. Include people who are not currently using services, not only those already connected to an organization.
Questions that reveal priorities
- What makes pregnancy, birth, feeding, early parenting or daily family life harder here?
- Which costs, distances, opening hours, language barriers, safety concerns or social pressures prevent people from getting help?
- What support do families already trust, and where do existing services fall short?
- What would make a proposed activity useful enough to attend or use?
- Who is least likely to hear about an initiative or be able to reach it?
- What unintended harm, stigma or privacy risk could the campaign create?
Use several listening methods so that confident speakers do not define the agenda alone. Small facilitated discussions, one-to-one conversations, anonymous forms, home or neighborhood walks, service-provider interviews and observation at ordinary community locations can be combined. Offer interpretation, childcare, accessible venues and different meeting times where feasible. Pay attention to what people decline to discuss publicly; sensitive subjects may require confidential conversations and a clear explanation of how information will be handled.
Turn listening into a prioritized problem list
Record each issue in neutral language, who experiences it, how often it appears in your local conversations, what causes or reinforces it, and what assets already exist. Ask participants to rank issues by urgency, likely benefit, feasibility and fairness. Do not imply that a vote proves prevalence or that a loud consensus represents every group. Explain which priorities can be acted on now, which require another agency and which need more information.
WHO’s maternal and newborn implementation toolkit includes participatory community assessment and materials for monitoring and evaluating an action plan. Use those elements as a scaffold, while changing questions, language and methods for your setting.
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A campaign becomes manageable when its problem statement specifies the population, place, barrier and consequence. A useful template is: In [place], [group] experiences [barrier], which contributes to [consequence]; the campaign will address [changeable cause]. For example, “Families in the outer districts miss the first postnatal check because appointment information is unclear and transport is unreliable” is more actionable than “postnatal care is poor.” Confirm the wording with the people who described the issue.
Research the audience you intend to reach
Before selecting messages or channels, document audience characteristics, attitudes, beliefs, current behaviors, perceived benefits and barriers. This is the sequence recommended in the CDC Social Marketing Toolkit. A young parent who works nights may need a different contact time and service route from a retired caregiver; a family that distrusts an institution may respond better when a recognized community health worker explains the option. Segment only when the differences change the intervention, access plan or message.
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Write an objective that can guide decisions
State the intended change, for whom, by when and how you will recognize progress. Keep the objective within the campaign’s control. “By the end of the six-month pilot, increase the proportion of participating families who can identify their nearest postnatal referral point and report a feasible way to reach it” is more useful than promising to eliminate a complex health problem. Add a baseline method, target, responsible person and review date. If a target cannot be estimated credibly, set a process objective first and plan to establish a baseline.
Separate outputs from outcomes
- Inputs: staff time, partner capacity, funds, venues, transport, translation and data systems.
- Activities: listening sessions, referral navigation, home visits, training, events, advocacy or service coordination.
- Outputs: sessions held, people contacted, referrals offered, providers trained or policy meetings completed.
- Short-term outcomes: improved knowledge, confidence, acceptance, access or ability to use a service.
- Longer-term outcomes: sustained service use, organizational change or a policy result, measured only when the campaign can reasonably observe it.
Keeping these levels distinct prevents a busy schedule from being mistaken for meaningful benefit.
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List everyone who can influence the problem, deliver part of the response, be affected by it or help identify risks. WHO and UNICEF’s 2020 operational guidance highlights stakeholder and community mapping, partnership building, governance, collaborative assessment, communication, advocacy, monitoring and learning as connected functions rather than one-off consultations.
Build a practical stakeholder map
| Stakeholder | What to learn | Possible contribution | Decision or risk to clarify |
|---|---|---|---|
| Mothers, parents and caregivers | Priorities, barriers, acceptable support and safety concerns | Co-design, peer outreach, testing and feedback | How participants are compensated, protected and represented |
| Community and cultural groups | Trusted messengers, language and local norms | Recruitment, venues, interpretation and legitimacy | Who speaks for the group and how dissent is heard |
| Health and social-service providers | Capacity, eligibility, opening times and referral rules | Referral, clinical or social support, staff training | Consent, information-sharing and service-load limits |
| Local authorities | Relevant plans, permissions and public responsibilities | Coordination, facilities, policy access and data context | Approval, accountability and continuity after the campaign |
| Advocacy, disability and safeguarding organizations | Rights, inclusion and harm-prevention requirements | Risk review, accessible design and escalation pathways | How complaints are received and acted on |
Create a decision charter
Write down who can approve priorities, spend funds, change activities, publish information and stop an unsafe activity. Give mothers and families voting seats or another defined decision role rather than asking them only to endorse a finished plan. Agree how meetings will be documented, how conflicts of interest are disclosed and how urgent decisions are handled between meetings. A small steering group can make day-to-day decisions if it reports back to a wider community forum.
Partnership is not the same as collecting logos. Ask each organization to commit a named person, specific capacity and a time frame. Check whether a partner’s eligibility rules, data practices or public messaging could exclude the people you want to reach.
4. Match the intervention to the objective
Choose the smallest combination of actions that can plausibly change the identified barrier. The CDC toolkit distinguishes service, product, policy and communication interventions. They can be used together, but each has a different implementation and evaluation question.
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| Intervention type | Use it when the objective concerns | Illustrative actions | What to verify |
|---|---|---|---|
| Service | People need an accessible activity, referral or direct support | Navigation appointments, mobile outreach, peer groups, transport coordination or extended hours | Capacity, eligibility, safeguarding, referral completion and continuity |
| Product | A concrete item removes a documented barrier | Locally requested information packs, equipment loan or a translated resource | Need, quality, storage, distribution, replacement and equity |
| Policy or organizational change | Rules, procedures, funding or institutional practice create the barrier | Advocacy for flexible appointments, a referral protocol or a workplace policy | Decision-maker, authority, timeline, enforcement and affected groups |
| Communication | People lack accurate information, confidence or a prompt to act | Plain-language explainers, community radio, text reminders or trusted-person conversations | Accuracy, language, accessibility, channel reach and a realistic next step |
Do not default to awareness messaging when the listening phase identifies a service shortage, cost barrier or institutional rule. Conversely, do not build a new service when a clear referral and a small organizational change would meet the need. Compare options by fit with stated priorities, access and equity, feasibility with local partners, and measurable outcomes.
5. Build the implementation plan
Convert the chosen intervention into a work plan with an owner, deadline, dependency, resource and check. Coordinate with existing maternal, child, social-care and community services so the campaign strengthens rather than duplicates them.
Core planning components
- Scope: population, neighborhoods, age or life-stage focus and activities included or excluded.
- Roles: campaign lead, community representatives, safeguarding lead, finance contact, communications lead, data lead and referral coordinator.
- Resources: paid time, volunteer support, venue, transport, interpretation, accessible formats, technology and contingency funds.
- Referral pathway: named services, eligibility, hours, contact method, warm-handoff procedure and what happens when a service is full.
- Risk register: safety, misinformation, harassment, privacy, crowd management, volunteer burnout and supply disruption, with a mitigation and escalation owner for each.
- Decision calendar: launch gate, weekly operational check, monthly partner review and a date for continuation, redesign or closure.
An adaptable pilot timeline
| Period | Work | Decision gate |
|---|---|---|
| Weeks 1–2 | Listening, rapid service scan, participant recruitment and safeguarding review | Do the priority and proposed audience have community support? |
| Weeks 3–4 | Objective, partner charter, intervention design, baseline and communications testing | Are responsibilities, referral capacity and measures clear? |
| Weeks 5–6 | Small pilot in one setting or with one audience segment | Can people access and accept the activity without avoidable harm? |
| Weeks 7–10 | Adjust, expand through agreed channels and monitor weekly | Is reach equitable and is demand within service capacity? |
| Week 11 onward | Review evidence, document learning and decide whether to continue, change or stop | What should be sustained, transferred or redesigned? |
This is an example for planning, not a recommended duration. A policy campaign, emergency response or long-term service partnership may require a different rhythm.
6. Communicate in ways families can use
Every communication should answer four questions: Why does this matter to me? What exactly is available? What will it cost in time, money or privacy? What is the next step, and how can I get help if that step fails? Use plain language, local terms and a single, verified contact route. State eligibility, opening times, language options and whether an appointment is required.
Use a channel mix, not one broadcast
- Trusted people such as midwives, community health workers, parent leaders or faith and cultural organizations.
- Places families already visit, including clinics, schools, libraries, markets, workplaces and community centers.
- Low-bandwidth options such as printed cards, community radio, phone calls and text messages.
- Digital channels only when privacy, data costs, language and disability access have been considered.
- Two-way formats where families can ask questions and report a barrier rather than merely receive a slogan.
Test a draft message with people from each priority group. Ask them to explain what they think it means and what action they would take. Correct misunderstandings before launch. Do not use photographs, names, pregnancy details or personal stories without informed permission that explains where the material will appear and whether it can be withdrawn.
7. Launch with safeguarding and operational discipline
Start with a limited pilot when possible. A pilot exposes problems in referral capacity, language, transport, volunteer workload and data collection before the campaign reaches its full audience. Publish a simple schedule and contact person, but keep a route for urgent or confidential concerns separate from public campaign channels.
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Safeguarding essentials
- Train staff and volunteers to recognize and report abuse, exploitation, coercion and immediate danger according to local rules.
- Never promise confidentiality that your organization cannot provide. Explain what information is collected, why, who can see it and how long it is kept.
- Obtain consent before collecting stories, images, contact details or sensitive health information; offer a way to participate without publicity.
- Use private spaces for personal conversations and avoid asking people to disclose medical or family details in group settings.
- Provide an accessible complaints route, a response time and an independent escalation option where feasible.
- Check that volunteers do not give clinical advice outside their competence; use qualified referral partners for diagnosis and treatment.
Verify local requirements for fundraising, permits, child protection, privacy, volunteer screening, public health claims and professional referrals before launch. The applicable rules depend on your jurisdiction and activities and cannot be inferred from a general campaign template.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.8. Measure reach, use and equity
Evaluation should help the team improve and account for its actions. CDC describes effective program evaluation as systematic and useful, feasible, ethical and accurate. Agree on a small set of measures before launch, assign collection duties and decide how results will be shared with participants.
Measure more than exposure
The Health Campaign Effectiveness Coalition’s framework adds acceptance, access, efficiency and equity to coverage. These dimensions reveal why a campaign may appear busy yet fail the families most affected.
| Dimension | Question | Possible measure |
|---|---|---|
| Coverage | Who was reached? | People contacted or served, by location and priority group, compared with the intended audience |
| Acceptance | Did people find the activity appropriate and trustworthy? | Voluntary feedback, repeat use, reasons for declining and qualitative comments |
| Access | Could people obtain and use the support? | Travel or waiting burden, language and disability access, referral completion and unmet demand |
| Efficiency | Were resources used proportionately? | Staff or volunteer time, cost per completed activity and avoidable duplication or drop-off |
| Equity | Who benefited and who was missed? | Reach and outcomes disaggregated only where safe and lawful, plus barriers reported by underserved groups |
| Outcome | Did the defined change occur? | Objective-specific knowledge, behavior, service, organizational or policy indicator with a stated time frame |
Use a practical data plan
- Record a baseline or document why one is unavailable.
- Collect the minimum information needed for the decision; avoid unnecessary personal data.
- Use the same definitions throughout, such as what counts as a completed referral.
- Provide anonymous feedback and a non-digital option.
- Review data at the frequency the team can act on it, not merely at the end.
- Share findings in accessible language, including what did not work and what will change.
Disaggregate results only when the group is large enough and privacy can be protected. A small number in a category can identify a person. Combine quantitative counts with short interviews or listening sessions so that a low completion rate can be interpreted rather than merely reported.
Using WHO’s participatory learning-and-action model
For a maternal and newborn health campaign, WHO describes facilitated participatory learning and action cycles with women’s groups as a four-phase process:
- Identify and prioritize: women identify problems during pregnancy, childbirth and after birth.
- Plan: the group chooses feasible activities and local solutions.
- Implement: participants and partners carry out the agreed strategies.
- Assess: the group reviews activities, results and what should change.
The model creates space for women to define priorities and advocate for local solutions. WHO’s recommendation is specifically for maternal and newborn health and is especially framed for rural settings with low access to services; it should not be treated as proof that the same intervention fits every family-support campaign. Adapt the group composition, facilitation, safety arrangements, cycle length and measures to local circumstances.
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Common failure modes and corrections
Starting with a ready-made activity
Symptom: the team announces an event or distributes materials before confirming the barrier. Correction: pause for participatory assessment and require a documented link between the activity and the prioritized problem.
Equating attendance with success
Symptom: a large crowd is reported while hard-to-reach families remain absent. Correction: track access and equity, ask who could not attend and change locations, times, transport or channels.
Using communication to compensate for missing services
Symptom: families receive instructions but cannot obtain an appointment, transport or eligible support. Correction: add service coordination or policy advocacy and publish only actions the system can fulfill.
Consulting families without sharing power
Symptom: participants provide stories but cannot influence budgets, priorities or changes. Correction: establish voting or approval rights, pay or reimburse participation where appropriate and report decisions back.
Collecting more data than the team can protect
Symptom: volunteers store sensitive details in personal phones or spreadsheets without clear access rules. Correction: minimize collection, use approved systems, train staff and delete information according to local requirements.
Ignoring partner capacity
Symptom: referrals increase but receiving services are overwhelmed. Correction: agree capacity limits, warm-handoff procedures and escalation options before promotion, then monitor unmet demand.
A compact campaign blueprint
Use this one-page outline to move from discussion to an accountable pilot:
- Priority named by families: one sentence in their terms.
- Population and place: who is included, who may be missed and where activity occurs.
- Objective: the change, target, time frame and indicator.
- Intervention: service, product, policy, communication or a justified combination.
- Partners and decisions: named leads, community decision role and escalation route.
- Access plan: language, disability, transport, cost, opening times, childcare and digital alternatives.
- Safeguarding and privacy: consent, complaints, referral and data procedures.
- Launch test: the smallest safe pilot and the evidence required to expand.
- Review rhythm: weekly operational checks, participant feedback and a formal continuation decision.
A campaign is ready to expand only when families can use what is being promoted, partners know their responsibilities, risks have owners and the evaluation can show who is being reached and who is not. If those conditions are absent, redesigning the plan is more responsible than increasing publicity.
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Questions to settle locally before launch
- Which jurisdiction’s rules govern fundraising, safeguarding, privacy and referrals?
- Which existing services can receive referrals, and what happens when they cannot?
- Who represents families that are rarely present in public meetings?
- What language, disability, transport, cost and technology barriers require a different delivery route?
- What information is essential to evaluate the objective without exposing participants?
- When and how will the community decide to continue, change or stop the campaign?
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