CAMPAIGN EVALUATION FEBRUARY 2016

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1 CAMPAIGN EVALUATION FEBRUARY 2016

2 Disclaimer This is the report of independent evaluators commissioned by action/2015. The views expressed in this report should not be taken as being the views of action/2015, its participating organisations or its partners. Firetail Limited, 6 Motley Avenue, London, EC2A 4SU Registered in England & Wales

3 CONTENTS 0. Executive Summary Introduction to this evaluation Background and objectives Introduction Approach Overview of the campaign Introduction Context Initial meetings and founding documents Action/2015 structure and participating organisations Key mobilisation moments Key media and social media statistics Finances Involvement with and perceptions of the campaign Introduction Involvement with and understanding of the campaign Ambitions and objectives for the campaign Wider stakeholders connection with the campaign Campaign design and delivery: effectiveness, efficiency and relevance Introduction Design and structure of the campaign Messaging of the campaign Delivery and coordination of the campaign Funding of the campaign Impact and outcomes Introduction Overall impact Increase public awareness Inspiring the public to take action, mobilisation activities Building a stronger civil society movement Influencing policy Future: Stakeholder views on the future Introduction Views on the future of the campaign Conclusions, Recommendations and Lessons Learned Introduction Conclusions Recommendations Lessons learned Appendices Glossary Detailed approach Comments on the process and limitations of this evaluation National case studies

4 EXECUTIVE SUMMARY EXECUTIVE SUMMARY Summary of key findings Overview: Action/2015 was a global coalition that came together united by the belief that 2015 was a critical year for progress in the fight against climate change, poverty and inequality. Its key mobilisation moments were around the United Nations (UN) Financing for Development (FDD) Summit in July, the UN General Assembly (UNGA) in September and the UN Climate Change Conference (also known as COP21) in December. The campaign s three key objectives were to 1) increase public awareness of the risks and opportunities of 2015, 2) inspire the public to take action and 3) build a stronger civil society movement. This evaluation finds that the campaign was most successful in achieving its third objective, and relatively successful in reaching its first and second objectives. Engagement and objectives: Engagement with the campaign among participating organisations was high and of a positive nature. The campaign s key objectives were well understood and supported by participating organisations and others that were involved with the campaign. Understanding of the campaign model was lower, especially on responsibilities at a national level and among those further away from its central governance structure. The campaign included a wide variety of actors on a global, national and local level, many of whom had existing networks and supporter bases, and with varying experience of campaigning methods. Campaign design, structure and messaging: The overall design of the campaign and the use of the flotilla structure were fit for purpose, given the objectives of the campaign focused on public mobilisation. Its opt-in structure inspired enthusiasm and creativity. The campaign structure could have been more effective with increasingly localised messaging, improved regional coordination and central campaigning capacity around fundraising and communications at a global level. Campaign delivery and coordination: The global coordination of action/2015 was effective. Delivery of the campaign was strongly dependent on national participating organisations capabilities. Action/2015 funding enabled participation but was often insufficient. Many participating organisations brought additional funding to the campaign outside of the central budget, mostly through contributing own resources (some of them in-kind contributions), some through additional funds for mobilisation activities. The multitude of mobilisation events and campaign moments resulted in high engagement but also in some campaign fatigue and logistical challenges. Impact on raising awareness and mobilising the public: Raising awareness of the risks and opportunities of 2015 and mobilising the public was relatively successful. Large numbers of participating organisations and citizens were mobilised around key moments. Traditional and social media played an important role in awareness of the campaign. Impact on building stronger civil society movement: The most important outcome of the campaign was building a stronger global civil society movement, creating stronger networks between civil society organisations (CSOs) and increasing skills of local Non-Governmental Organisations (NGOs). This is the most valuable outcome of action/2015 to protect in the future. Impact on policy making: For many who took part in the campaign, the absence of influencing decision makers as a key objective was a major weakness of action/2015. It is clear that a campaign of the scope and breadth of action/2015 faced trade-offs and the focus on mobilisation was a deliberate characteristic and reason for the campaign s success. Although it was not a key objective of the campaign, action/2015 did have some influence on policy makers, mostly on a global and local level. Future: There is no clear follow-up strategy for the campaign, and there is a risk that the momentum and relationships built during the year will not be utilised optimally. The level of enthusiasm for continued cooperation among participating organisations is very high. There is consensus that the action/2015 brand and campaign should not be extended, but diverging ideas on possible future directions. 4

5 EXECUTIVE SUMMARY Conclusions In many ways, action/2015 was a transitional campaign. It can be seen as both the last of an old generation of global campaigns and the first of a new generation. It looked to the future in being strongly rooted in the Global South. It was collaborative, inclusive and owned by its participating organisations, but was still initiated and funded by Northern groups. The campaign met the expectations of participating organisations. It showed that with a limited amount of central funding it is possible to meaningfully inspire civil society across the world. The key impact of the campaign was that global civil society groups learned how to work together. Action/2015 laid the groundwork for long-term impact, especially in terms of connecting national agendas and government policy to global frameworks, and inspiring a new generation of activists. It demonstrated there is real public constituency for the SDGs. Action/2015 took meaningful steps towards Southern ownership of a global campaign. It also created a space for climate and development groups to work together. Overall, design and structure of the campaign were fit for purpose. The campaign showed benefits of leveraging resources through partnerships, networks and coalitions and of campaigning under one global brand. The most important feedback on campaign design was that it needed greater localisation, but to some extent this reflected local capacity to adapt global resources. Participating organisations tested new tools and approaches to engage communities. Globally, the campaign did not engage with non-ngo civil society actors, such as faith groups and trades union, as successfully as it could have done. Recommendations for members of the action/2015 coalition 1. Members of action/2015 should keep the network alive. It has created a platform for organisations to collaborate, rather than a single global movement of individual citizens. It has created real local mobilisation capacity in new places. There needs to be infrastructure for on-going knowledge sharing, coordination and planning, carrying forward the objectives and Southern led ownership of the campaign and building on the enthusiasm to work together. 2. Members of action/2015 should identify and plan for moments to come together as a global network. These could have a thematic focus or could be linked to key mobilisation moments from the 2015 campaigning year. These moments should have a forward calendar where key moments will be identified. The coalition needs to think about how these moments will be resourced and coordinated. 3. Campaigners should consider how they will hold their governments to account. National governments made real commitments in Addis Ababa, New York and Paris. Members of the coalition should connect national policy and performance to these commitments, and consider them in a local context. This will require a focus on policy monitoring and evaluation, gathering data on implementation and moments to hold governments to account. 4. The coalition should keep building an inclusive network. It should explore broadening the network to include those civil society actors that were not part of the original campaign, and invest in existing relationships between participating organisations. 5

6 EXECUTIVE SUMMARY Recommendations for future global campaigns 1. Global campaigns should focus on mobilisation over policy when the objective is demonstrating broad public pressure for political change. It is an inclusive approach that requires wide participation and high-level messaging. The trade offs are accountability, specificity and a limited call to action. The decentralised flotilla is an appropriate model for certain types of campaigning. It may prove challenging for this model to accommodate more detailed policy and advocacy work without creative thinking about new approaches. 2. Global campaigns in the future will be most effective when they can connect across issues, and empower new voices. They must be led by a diverse set of actors rooted in the Global South. Action/2015 was transitional in the sense that it marked an important step on this journey. The next generation of global campaigning should build on its achievements. This implies that NGOs and their funders need to continue to reflect on their fundamental role in society, how they represent power, their legitimacy and added value. 3. Global campaigns should be as inclusive as possible, and prioritise this early on in the campaign design. Meaningful coalition building happens when a campaign includes a wide spectrum of non-ngo civil society actors. There should be more creative thinking about engaging with other actors such as the private sector, trade unions, faith movements and regional platforms. The emergence of social enterprises, B Corps, mutual organisations and co-operatives shows that the line between the private sector and civil society is increasingly opaque. 4. Internally, there may be value in under-promising and over-delivering when planning, designing and communicating coalitions. It created the space for people in national campaigns to set their own expectations. This may not always be appropriate for external communications, but it is an area worth further consideration. Lessons learned Decentralise but with central capacity: allow opting-in for partners and participating organisations but ensure capacity at a global level The more local the better: use local languages, faces, issues and wording as much as possible to ensure the campaign links to the local everyday reality Build on existing structures: leverage the strength of existing networks and relationships. Actively seek out opportunities to identify and use these networks Invest in national coalitions: Strong national coalitions can increase impact and reach. Leveraging networks, a strong coordinator, involving youth and funding are important in building a coalition Plan, plan, plan and reflect: start planning early and ensure there is time to reflect and learn from past activities Consider trade-offs in messaging: consider trade-offs between high level messaging and specific, targeted messaging, and how this affects the diversity of participants and impact A united civil society is influential: because it is able to speak with one voice and because between local, national, regional and global networks it has a tremendous reach Evaluation is information: monitor and track consistently across countries and use systems for sharing success stories Early engagement and wide engagement makes a difference: include a wide variety of actors early on in the process to design a truly global, inclusive and decentralised campaign Mobilisation is a means, political change is the end: the ultimate and only way to real change is influencing policy makers and decision makers, and mobilisation should be in service of this 6

7 INTRODUCTION TO THIS EVALUATION 1. Introduction to this evaluation 1.1 Background and objectives Action/2015 was a global coalition that came together united by the belief that 2015 was a critical year for progress in the fight against climate change, poverty and inequality. The key objectives of the coalition were to: 1. Increase public awareness of the opportunities and risks of Inspire the public to take action through mobilisation activities 3. Build a stronger movement of civil society organisations (CSOs) With key mobilisation activities around the United Nations Financing for Development summit in July, the UN General Assembly in September, the UN Climate Change Conference in December and other activities throughout the year, action/2015 completed its agreed schedule of campaigning activity in December. This evaluation was commissioned in November 2015, with the following key objectives: Present a high level overview of action/2015, of what happened during the campaign and what it comprised of in terms of structure, key mobilisation activities, (social) media presence and finances Assess effectiveness, efficiency and relevance of the campaign in terms of campaign design, planning, implementation, principles and procedures, capacity and quality of the day-to-day management of the campaign Assess impact and outcomes of the campaign with regards to the key objectives of the campaign of increasing public awareness, inspiring the public to take action through mobilisation activities and increasing coordination and cooperation between CSOs, as well as assessing the campaign s impact on policy making Synthesise lessons learned and present key recommendations of the campaign to identify best practices and inform future CSO coordination mechanisms 1.2 Introduction This evaluation reviews the design, effectiveness and outcomes of the action/2015 campaign. Following the Terms of Reference, which are included in the Appendix of this report, it assesses the campaign against its key objectives. The report consists of the following chapters outlined below. Chapter 2 presents a high-level overview of the campaign, discussing the historical context in which the campaign was established, its founding meetings and documents, its structure, key mobilisation moments, key (social) media statistics and the high level financing of the campaign. Chapter 3 analyses involvement with and perceptions of the campaign. It presents an overview of stakeholders engagement with the campaign and ambitions and objectives for action/2015. It considers the campaign s relationship to partners and external actors. It discusses action/2015 s flotilla structure and the actors that were involved with the campaign. Chapter 4 reviews the design and delivery of the campaign, assessing its effectiveness, efficiency and relevance. It covers the initial campaign design, structure, cooperation and functioning of different bodies and how the campaign linked to local contexts. It assesses key themes and the scope of action/2015 messaging. It also includes an assessment of delivery and coordination of the campaign, in terms of planning and coordination, execution of mobilisation activities and campaign resources. Lastly, this chapter will comment on financing and the sub grant system. 7

8 INTRODUCTION TO THIS EVALUATION Chapter 5 assesses the impact and outcomes of the campaign. It considers overall impact, followed by the campaign s performance against its three key objectives. Chapter 5.3 analyses impact on increased public awareness of the risks and opportunities of 2015, public awareness of the campaign and endorsement of its objectives. Chapter 5.4 discusses impact through inspiring the public to take action, analysing key mobilisation events and activities. Chapter 5.5 analyses impact on action/2015 s third objective of building a stronger civil society movement. It discusses how action/2015 created a space for civil society to work together, and how it increased local skills and capacity. Lastly, Chapter 5.6 examines the extent to which action/2015 had any impact on influencing policy and decision-makers, and whether this should have been a stronger focus. Chapter 6 is concerned with the future and follow-up to action/2015, discussing stakeholders views on next steps now the campaign s activities have formally come to an end and how it planned and could have prepared for the future. Chapter 7 consists of conclusions, recommendations and lessons learned both for the participants in the coalition, and for those who seek to mobilise similar coalitions in the future. 1.3 Approach This evaluation of the action/2015 campaign comprised of a series of activities to evaluate the outcomes and effectiveness of the campaign, namely: A review of action/2015 documentation and data Qualitative interviews with 36 stakeholders from the different action/2015 governing bodies, participating organisations and external organisations A quantitative survey completed by 160 respondents, directed at participating organisations but open to anyone who was involved with action/2015 A detailed description of the approach for this evaluation, including information on the documentation and data that was analysed can be found in the Appendix (Chapter 8.2). It includes details on the reach and sample of stakeholders for the qualitative interviews and the quantitative survey. The Appendix also includes a section on comments and limitations on the process. 8

9 OVERVIEW OF THE CAMPAIGN 2 Overview of the campaign 2.1 Introduction This chapter presents a high level overview of the features of the action/2015 campaign, the context that it was developed in, its key mobilisation moments, media profile and financing. All graphs and charts in this chapter are based on information provided by the coalition. 2.2 Context A number of civil society groups and partners identified the year 2015 as a potentially important year for global campaigning. The primary reason was that 2015 marked the deadline for the Millennium Development Goals (MDGs) and the launch of their successor framework, the Sustainable Development Goals (SDGs). In addition, the United Nations Climate Change Conference took place in November/December This created an opportunity to connect issues and campaigns under a broad umbrella campaign s most obvious corollary is with 2005, where the G8 Summit at Gleneagles in July focussed on Africa and climate, and was followed in December by a WTO meeting on global trade. Campaigning around this year became known as the Make Poverty History (MPH) campaign, and was largely focussed on governments in the Global North. It included many of the actors who would become key participants in action/2015. In the period between 2005 and 2015, there were a number of other global campaigning moments, and there were significant changes in the global landscape. Many of those interviewed for this evaluation shared their analyses of these changes, which are beyond the scope of this report, but there was wide consensus that global campaigning in 2015 and beyond had to operate under a new model. The old model of change of global campaigns was largely Northern led and dominated by international NGOs. The Theory of Change of these campaigns was aimed at influencing global targets and Northern governments and its messaging was top down and centralised. The new model of campaigning aims to be networked, bottom up and decentralised. It is focused on Southern leadership and ownership, and on including organisations across the Global South to take on leading roles in the design and planning of the campaign. Action/2015 was a transitional campaign that deliberately sought to establish this new model for global campaigning. It was designed to be Southern-led, inclusive and to put the ownership of the campaign into the hands of local and national networks. It sought to build a broad membership base, that linked together issues of poverty, inequality and climate. This determined the structure, design and delivery of the campaign. 2.3 Initial meetings and founding documents Action/2015 was founded after a number of initial, informal meetings between key organisations in global development, climate, poverty and other areas related to its key campaign objectives. These meetings were attended by a core group of international non-governmental organisations (INGO s) from a variety of countries, including Save the Children (STC), ONE, Climate Action Network, Global Call to Action Against Poverty (GCAP), Oxfam, the UN Foundation, CIVICUS, Beyond 2015 and many other (I)NGOs. The initial meetings were attended by many of the same groups, but throughout the campaign new actors 9

10 OVERVIEW OF THE CAMPAIGN became involved, and others worked on a distance from action/2015. In these meetings, the outline of the campaign was shaped, designed and refined. There are different perspectives on what can be considered the first meeting on action/2015, and at which stage decisions were made that shaped the campaign model. Chapter 4.2 of this report, on the initial design of the campaign, discusses the mixed opinions of stakeholders about these meetings. The Istanbul Communiqué, coming out of the meeting in Istanbul in February 2014, was a statement of principles signed by 80 organisations, including large NGOs like Save the Children, ONE and GCAP. It is generally considered the founding document of action/2015 and describes its purpose, approach and relevance. The graphic below shows the key points and outcomes from each meeting. Initial meetings timeline Nairobi February 2014 First meeting with formal conversations about the design and setup of the campaign The initial shape and design of the campaign was developed in broad terms. Key conclusions of the meeting were: Something should happen around 2015 and its negotiations It should link development and climate It should focus on popular mobilisation Around 40 organisations took part in this meeting Istanbul February 2014 During this meeting the coalition agreed on the founding principles for action/2015, documented in the Istanbul Communiqué It was a crucial meeting in deciding the direction of the campaign, stakeholder engagement and its role towards external partners. Around 30 organisations took part in this meeting, approximately half had also attended the Nairobi meeting Some organisations that had previously been involved left the campaign at this point Johannesburg April 2014 The key outcome of this meeting was the campaign outline. It established the structure, visual identity guidelines and the timeline of key campaign mobilisation moments General Assembly, Johannesburg November 2014 The key outcome of this Assembly was the overall messaging of the campaign and agreement on the timeline of key mobilisation moments General Assembly, Tunis March 2015 The key outcome of this Assembly was agreement on the strategy and campaign tactics for key mobilisation moments The Assembly provided an opportunity to reflect on the launch and campaign moments so far, to share plans and best practices for upcoming mobilisations and decide on next steps Source: action/2015 documents on initial planning meetings and qualitative feedback from stakeholders 2.4 Action/2015 structure and participating organisations Around 40 organisations took part in the first meeting in Nairobi. By the end of the campaign, Action/2015 had become a movement of more than 2,200 organisations, and included networks and coalitions in 157 countries, with more than 80% of participating organisations located in the Global South. The campaign was an explicit objective to bring together campaigners from development, environmental and rights-based organisations. Participating organisations came from diverse backgrounds, working on a range of issues including peace and development, environment, climate, education, civil rights, youth, rural development, social business, media development, elderly, health, renewable energy and more. They ranged from very small CSOs working in rural areas with their communities and constituents, to major international NGOs. 10

11 OVERVIEW OF THE CAMPAIGN Principal area of interest of participating organisations Principal area of interest % of participating organisations Poverty eradication, equality and inclusion 19% Climate change, energy, ecosystems, marine 16% Gender equality and women s empowerment 12% Education and life-long learning 11% Coordination of CSOs / organisations 10% Peaceful and inclusive societies, rule of law and capable institutions 8% Means of implementation / global partnership for sustainable development 7% Sustainability in agriculture, cities and consumption 6% Health and population dynamics 6% Water and sanitation 4% Economic growth 2% Source: action/2015 clean list of participants The majority of participating organisations were traditional NGOs. Whilst there was more organisational diversity and cross-sector relationships in some national coalitions, there was only limited wider participation from other civil society actors, such as faith groups and trade unions. The campaign was deliberately set up to be flexible and adaptable. Its core principles were to be inclusive, enabling, light touch and open source, drawing on the strengths and resources of its participating organisations. The campaign consisted of the following governance bodies. The terms national coordinator and national coalition lead were used interchangeably by stakeholders. Throughout this report we use the term national coalition lead. 11

12 OVERVIEW OF THE CAMPAIGN Overview of action/2015 governance bodies and responsibilities Campaign Assembly 2,200 Participating organisations Main decision making authority Narrative, messaging, goals, effectiveness, governance Reference Group 17 Members Implement assembly decisions. Advise Hub and Teams Global Hub 4 full time staff Coordination, logistics, information sharing, governance support Global Action Teams 13 teams Lead on key themes (e.g. youth, women, faith) and moments (e.g. FFD, COP) Regional Coordinators 5 Coordinators Connect regional to national and global levels National Coalition Leads 90 coordinators Build national coalition, stimulate national activity, connect national to global Campaign Assembly Consisted of: all participating organisations in the campaign Reference Group Consisted of: 17 members Global Hub Consisted of 4 full time members of staff Global action teams Consisted of: 13 action teams, other regional/ national action Regional coordinators 5 regional coordinators National coalition leads Coordinator in countries with action/2015 coalition Main decision making body of the campaign Key responsibilities: agree the narrative, key messages and goals of the campaign, Review effectiveness of the campaign s communications and governance Strengthen global civil society by facilitating exchange of best practice and linking regional / national organisations, link national and international campaign activities The Group consisted of 14 geographically representative members (one man, one woman per region) and 3 additional members working on mass mobilisation and climate Advisory role to the Global Hub and action teams, providing a light touch steer to ensure strategies stay on track Key responsibilities: ensure decisions agreed by the Assembly are implemented, to help ensure coherence, to seek opportunities for campaign engagement Facilitate, rather than control, the campaign Key responsibilities of Global Hub: coordinate and providing logistical support Facilitate information flows and support participating organisations and other governance bodies in effective implementation and coordination of the campaign Facilitate campaign and helps build and maintain its momentum Key responsibilities: to deliver specific activities and tactics for the campaign on expert areas (outreach, communications), around key moments (May mobilisation, Financing for Development), as well as thematic areas (youth, women, faith) Ensure the campaign maintained momentum Action teams were designed to be inclusive, opt-in, consultative and accessible Hosted by participating organisations Key responsibilities: to coordinate regional level priorities, organisations, themes and platforms Support national coalition leads and connect national, regional and global levels Key responsibilities: building a national coalition of CSOs in the country To facilitate and stimulate engagement between participating organisations To provide a link between local / national and global level moments, events, activities To be the first point of contact for Global Hub and other governance bodies Source: action/2015 draft outline document, prepared by CIVICUS staff on 26 June

13 OVERVIEW OF THE CAMPAIGN 2.5 Key mobilisation moments Globally, action/2015 reports there were over 31 million actions in over 100 countries in support of action/2015. Action/2015 used a broad definition of actions, and mobilisation moments consisted of a wide variety of activities with different amounts of individuals mobilised. These activities included demonstrations, marches, community events, petitions, workshops, high-level panels, street bashes, postcard actions and many more. The timeline below gives an overview of key action/2015 moments throughout the year. This is a high level overview of the main centrally co-ordinated activities, as the campaign was made up of a range of activities and initiatives around the world. Timeline of key action/2015 moments 15 January Action/2015 launch Launch of the campaign, mobilisation activities across the world, Open Letter to World Leaders signed by high profile philanthropists, actors, campaigners, politicians and others 18 April Global Citizen Earth Day Mobilisations around the annual spring meeting of the World Bank in Washington, DC. Mobilisations and social media campaign calling upon Finance Ministers to be a #Hero July Financing for Development in Addis Ababa, Ethiopia Campaigners around the world called on their leaders to attend the FFD conference, culminating in mobilisations on action/2015 Global Day of Action calling on leaders to Finance our Future 30 November 11 December UN Climate Change Conference in Paris, France Mobilisations on targets to tackle climate change. The action/2015 movement joined the Global Climate March on 29 November, the day before the UN climate talks began, mobilisation activities across the world 7 8 June G7 Meeting, Germany Marches around the world and action/2015 was part of a free concert United against Poverty in Munich, Germany 8 March International Women s Day Mobilisations across the world campaigning on women s rights and gender issues 1 31 May May Mobilisations A variety of mobilisations during the month of May around different themes including: citizen participation, labour rights, gender, Africa Day (25 May) sexual & reproductive health 12 August International Youth Day Mobilisations around the world and social media actions about what #YouthPower means for young people around the world September UN General Assembly in New York, USA Mobilisation around the agreement of the Sustainable Development Goals. People in over 100 countries took the streets under the motto Light the Way, holding lights and candles Source: action/2015 summary documents on mobilisation activities 2.6 Key media and social media statistics Action/2015 achieved broad coverage on both traditional and social media (which mainly included Twitter and Facebook). Action/2015 s media impact is analysed in more detail in Chapter 5. It is important to note that media monitoring was not centralised and while in some countries the data offers a very accurate picture, in other countries it was not comprehensive or not a good representation of impressions, views or mentions. 13

14 OVERVIEW OF THE CAMPAIGN The case studies illustrate action/2015 s media profile in selected countries, and provide examples of partnerships and how action/2015 was featured in the media on a national level. Total global media mentions for key action/2015 moments Media mentions for key action/2015 moments Media mentions Launch FFD UNGA COP21 action/2015 moment Source: action/2015 media reports (traditional media): launch, FFD, UNGA and COP21 Key social media numbers Source: action/2015 key social media stats 14

15 OVERVIEW OF THE CAMPAIGN 2.7 Finances Central income and expenditure Action/2015 was a decentralised campaign, with a central budget of a little over $2.5m. The majority of this funding was provided by the Bill and Melinda Gates Foundation (BMGF), with the balance coming from a small number of large INGOs. 60% of these funds were regranted through subgrants, administered by the Global Hub to participating organisations to coordinate, resource and deliver mobilisation activities. The remaining budget of around $1m was allocated for global coordination. This consisted of travel and salaries for the Global Hub and regional coordinators (16.5% of total spend), meetings and general Assemblies (11.5%), indirect costs to host organisation CIVICUS (7%) and global communications and campaign materials (2%). It is important to note this budget does not represent the total investment made in action/2015 by all involved. One key characteristic of the campaign is that it unlocked a large amount of additional funding, with participating organisations raising targeted funds and investing their own resources. In addition, significant in-kind investments of expertise and time were made by participating organisations and others involved in the campaign. This contribution of resources played an important role in leveraging existing resources and increased the reach and impact of the campaign significantly. As there is no central accounting of all this investment, it is not possible to estimate the total cost of the campaign. As discussed in Chapter 4.5, this is in part due to the decentralised nature of the campaign, causing barriers to a central overview and monitoring system. The total cost and spend of the campaign are, however, likely to be an order of magnitude much greater than the central budget. Sub-grants system The sub-grants that were administered to participating organisations were allocated through a grant selection process. Participating organisations were encouraged to apply in coalitions. Funds could be used for campaign activities or supplies (materials and resources to implement events), staff costs, transportation and national campaign building activities (meetings). Participating organisations filled out a proposal in which they were asked to demonstrate a fit with the overall grant focus, proven commitment and capacity to mobilise, an implementation, budget and Monitoring and Evaluation plan and the ability to work in partnerships. The Sub-Grant Selection Committee of the respective region then reviewed the proposals against a scorecard. This committee consisted of 5 people: a representative from the Reference Group, the funding action team, the regional coordinator and 2 representatives of the action teams working on the mobilisation moment concerned. The name of the sub-grants recipients were released publicly. The sub-grants were delivered in three rounds; the table below presents an overview of the different rounds. The average amount of grants received per proposal was $9,

16 OVERVIEW OF THE CAMPAIGN Rounds of sub-grants Round Purpose Funds available 1 Campaign Launch and International Women s Day (IWD) (January $400,000 March 2015) 2 FFD, International Youth Day and UNGA (June September 2015) $1,100,000 3 COP21 mobilisations and maintaining momentum of SDG $125,000 implementation (November December 2015) TOTAL $1,625,000 Source: action/2015 financing and funding overview The graph below shows a geographical representation of the distribution of sub-grants per country over the year. Aligned with the objectives of delivering a campaign that is strongly rooted in the Global South, it shows that countries receiving most sub-grants are located in Asia, Sub-Saharan Africa and Latin America. Global distribution of sub-grants Source: data on action/2015 sub-grants for: launch, IWD, COP21 and overview of grants from June-September 16

17 Involvement with and perceptions of the campaign 3 Involvement with and perceptions of the campaign 3.1 Introduction This chapter discusses stakeholders engagement with the campaign, perceptions, objectives and expectations. Action/2015 engaged with a large variety of stakeholders, from global, high level stakeholders from governance bodies, the UN or national development agencies to grassroots organisations working across the world. Stakeholders engaged with the campaign on different levels, were from different backgrounds and geographic locations around the world. This diversity of backgrounds and opinions has given the evaluation a diverse and dynamic view of the strengths and weaknesses, the outcomes, effectiveness and relevance of the campaign on different levels. Overall there was a high level of involvement with the evaluation, indicating that stakeholders are keen to support the campaign in reviewing its effectiveness and relevance, give feedback and share their lessons learned. 3.2 Involvement with and understanding of the campaign The level of understanding of the campaign and its goals and objectives was relatively high and consistent, and most people s views of the objectives of the campaign were aligned with the formal objectives. In contrast, understanding of the campaign model, including its structure and stakeholders role in the campaign varied to a larger extent. While most had a clear understanding of the different governance bodies of the campaign some (especially those working on a local level) indicated that roles and responsibilities, especially of national coalition leads, were not always clear. Stakeholders also spent very different proportions of time on the campaign. Some only dedicated around 10% of their daily activities to the campaign, whereas others were working on it full time. 51% of survey respondents answered that some of their work covered the action/2015 campaign, whilst 37% answered they were working mostly on action/2015. Members of the Global Hub and regional coordinators all worked on the campaign full-time. Members of the Reference Group and global action teams varied in their engagement. Most reported peak moments of time spent around key mobilisation moments, and a few noted the launch and setup phase were very intensive. Most worked on the campaign more than they initially expected, but this did not limit their enthusiasm around taking part. I was the lead person in terms of designing the campaign in [my country].. One of our mandates was building a coalition, so we had many CSOs to bring together.. I spent 100% of my time on action/2015, I was basically action/2015 campaign manager for [my organisation]. Governance stakeholder, Africa National coalition leads also reported very different numbers of hours spent on the campaign. Some participating organisations found it difficult to identify how much time they spent on action/2015 specifically, because they organised activities that were linked to action/2015 but were also part of the core work for their own organisation. A high number of stakeholders mentioned that they would have liked to become involved with the campaign earlier, and that this could have improved their contribution and its effectiveness. Something that was notable during the campaign is that people developed strong relationships and enjoyed working together; there was a positive atmosphere around participating in the campaign, sharing views and cooperating. Some stakeholders mentioned that in previous campaigns they had worked on there was a stronger sense of competition between participating organisations, partners and stakeholders. 17

18 Involvement with and perceptions of the campaign I have previously participated in other campaigns... This one I thought was about inclusiveness. Everything matters to everybody. Although what brought us together were the SDG processes, everything else can be involved. Participating organisation, Africa Based on stakeholders views, we suggest a number of possible reasons for this. Firstly, the campaign consisted of a coalition of the willing, and actors that did not support the campaign did not take part, resulting in a positive, supportive membership of the campaign. Secondly, expectations for the campaign appeared to be relatively low, especially among those in central coordination roles that were involved in early phases of campaign design. Those stakeholders saw the campaign as an important step towards Southern mobilisation and ownership, but most expressed to be unsure of the outcomes and specific results they expected the campaign to have. Since the campaign was so wide spread and had high-level objectives, most organisations did not have key targets or competitive outcomes to meet, resulting in a cooperative and flexible approach to the campaign. Finally, as discussed in other parts of this report, the campaign did not have any specific policy asks, which often cause internal disagreement among partners in a large campaign. It is not possible to be definitive about which of these made the greatest contribution to the apparent harmony of the action/2015 coalition. 3.3 Ambitions and objectives for the campaign Stakeholders at the global level and close to the central governance of the campaign expressed relatively low expectations for action/2015. Taking into account the limited amount of centrally allocated money, they saw the campaign mostly as a platform for Southern mobilisation providing opportunities to learn lessons about civil society coordination and the role of public pressure. Those working on the campaign at a local and national level generally had higher expectations for the campaign, and 80% of survey respondents to the survey indicates the campaign met their expectations. The campaign over exceeded my expectations. Survey respondent The following wider objectives, aligned to the three key objectives of the campaign, were mentioned by a majority of stakeholders: Establish that 2015 is a historic year with 3 critical international negotiations Support popular mobilisation that can influence decisions Raise issues of international development and climate change to the general public Bring together groups that campaign in international development and climate change Relate global issues to the everyday lives of people around the world Stand up against poverty and inequality Build a coalition of civil society organisations I think the objective of action/2015 was trying to relate how decisions on the global level relate to your everyday life. That there are global decisions that can and will impact people s life. Participating organisation, Latin America 18

19 Involvement with and perceptions of the campaign We wanted the campaign to be able to, across the world, make leaders know and other stakeholders aware of the fact that this [year] was terribly important. There was thought behind it and there were expectations about ambitious outcomes. That was really what we hoped that the campaign would be able to do: have people taking actions, popular campaigning and collating that to showcase that around the world, this is what s happening and that there s this ground swell demanding ambitious action. External stakeholder, global There were three aims: Can we engage people in 2015? Can we have a positive impact on policy? Can we learn to work together? Of these, the third one was the one that we were really into. Governance stakeholder, global The issue that stakeholders differed upon most was whether the campaign was and should have been set up to influence policymaking. Some stakeholders from participating organisations expressed that only as the campaign progressed did they come to understand that advocacy, and engaging with policy-makers, was not among the core objectives of the campaign. The understanding of to what extent influencing policy was part of the campaign was strongest with global stakeholders close to the central governance of the campaign, and weaker amongst participating organisations and those further away from central governance. In smaller, national organisations where the person responsible for advocacy was the same person that handles mobilisation efforts there was often a lack of such distinction, and mobilisation efforts were combined with policy work at a local level. We recognised that this was a moment of broad policy asks. Could we say that people cared about these issues and wanted government action on it? Could we pull that off? Our analysis was that what was lacking on both the COP21 and the SDGs was political will, not policy content. But everyone loves policy. My view was that in moments of such breadth, because the gap is one of political will, the right thing to do was focus on mobilising the public. Governance stakeholder, global The priorities for different countries were incredibly diverse. Many indicated their national priorities were similar to the objectives outlined above. Other priorities that were identified by more than one stakeholder or survey respondent were: Youth mobilisation, young people, education Women and gender issues Reach and empower marginalised communities Nutrition and health Specific objectives on climate change, such as climate financing and renewable energy Those issues mentioned by individual stakeholders or survey respondents included anti- corruption, technology transfer, child protection, transportation and water sanitation. Few stakeholders indicated planned regional priorities, and it appeared there were not many deliberate efforts to link priorities of countries within same region. 19

20 Involvement with and perceptions of the campaign The main benefits and reasons that participating organisations outlined for taking part in action/2015 were: The opportunity to work with big civil society organisations in their country (ONE, Save the Children and GCAP were most frequently mentioned in this context) To learn more about campaigning and new ways of campaigning, to develop skills Because action/2015 objectives aligned with their own organisations goals and the campaign enabled them to promote the goals and objectives of their organisations Most of the organisations working in the field are not doing advocacy. My role as a coordinator is to bring the messages from the local actors, build a message from their experience, and bring it towards the national and global level. And action/2015 fitted really well with that. Participating organisation, Latin America The main reason we got involved is because it is a unique campaign. It links global to local, and it aims at mobilising citizens. This was unique meaning that we usually target policy makers, but this was more about masses, numbers, reaching out to everybody. And that attracted me. It was something different. Participating organisation, Africa 3.4 Wider stakeholders connection with the campaign The variety of stakeholders and organisations that engaged with action/2015 had very different relationships to the campaign. Some organisations that were involved in or connected to the campaign had different levels of visibility to other campaign partners, and views on these organisations participation, contribution and role in the campaign was mixed. A number of relevant organisations did not take part in the campaign, and some organisations that took part played a smaller role than expected. A small number of stakeholders from these organisations took part in this evaluation, and we have been able to include views of these organisations to some extent. A couple of stakeholders mentioned that the fact that faith movements, trade unions and some of the big INGOs did not commit to the campaign on a global level was a major weakness. Some of these actors did take part in the campaign on a national level. Based on stakeholders views, there are a number of suggested reasons for why these organisations decided not to take part. Firstly, the dominance of a few organisations in the design and messaging of the campaign resulted in an early focus on development, potentially alienating global civil society organisations from other fields. Others noted that climate-focussed organisations had less capacity and capability to take a leading role in a global mobilisation. For some, the lack of policy engagement or clear policy objectives was a reason not to engage with the campaign. Others suggested that 2015 was not a moment for a global coalition, and was more about specific policy asks. Additionally, the lack of awareness of action/2015 at early stages and having many activities for the SDG and COP21 agenda already planned under an organisations own brand could have resulted in limited reasons to engage with action/2015. It is also important to consider the impact that closer engagement with the private sector would have on the relationship with social movements and, to a certain extent, with climate groups, particularly those that have strong views on the private sector s role in climate change. 20

21 Involvement with and perceptions of the campaign Certain NGOs, such as Action Aid, were not participating. It would be much stronger if the INGOs would work together. I think this is due to politics or maybe they had own campaigns already. There is institutional competition between Save the Children and Oxfam, but Oxfam affiliates participated in some countries, for example Kenya and Italy. Governance stakeholder, global The climate leadership was a clear strategic gap that we recognised and tried to fix it, but I didn t feel we could wait to find the right person. As a result, it felt led by the development sector, and in particular by Save the Children. Some of the other big INGOs didn t engage. They focussed on their own stuff. Governance stakeholder, global Organisers of action/2015 often described it as a flotilla 1, a loose and broad structure that allowed organisations to engage at key moments and demonstrate broad political support without formally reconciling multiple policy perspectives and theories of change. The flotilla structure allowed global and local campaigners to participate on their own terms. For a number of those in attendance, the Istanbul meeting was where the boundaries for participating began to be drawn. The meeting and the Istanbul Communiqué as its most important outcome were a trigger for some of the more radical, grassroots organisations to step back from the coalition. At the same time, those who subsequently became involved in Project Everyone, with its close partnership with the United Nations, focus on communications and making the goals famous, recognised they would be more effective pursuing a complementary, but separate strategy to action/2015. Participants in the Flotilla More Global Source: Firetail analysis Campaigning focus More Local More Insider Theory of Change More radical, grassroots campaigners More Outsider Despite this, the campaign was made up of participating organisations from a range of campaign priorities, representing both local and global perspectives, and both more-insider and more-outsider models of change. This included some large organisations that had not taken part in a global campaign before. 1 A campaigning structure whereby groups agree on broad objectives and coordinate loosely around tactics but keep their own brand and do not create strong coordination structures. In: Cox, B. (2011) Campaigning for International Justice 21

22 Involvement with and perceptions of the campaign We started to bring together development, rights and environmental movements. We made significant advances on that. [members of the] Climate Action Network, Amnesty, Avaaz, World Vision were all part of the same campaign. That was important, but it didn t go far enough. Governance stakeholder, global Action/2015 s relationship with participating organisations and other partners is further explored in Chapter 5.4 of this report. Action/2015 s relationship with Project Everyone was mostly visible to stakeholders at the global level. A number of stakeholders were able to comment on this relationship and they had various opinions on the process whereby action/2015 and Project Everyone were established as separate organisations and whether this was the right way. Most agreed that the division of tasks that eventually emerged worked well and that despite very different ways of working, relationships between the two groups were positive and constructive. Project Everyone took up the marketing, communications and corporate side of promoting the Global Goals and creating assets. These assets were then distributed through different channels including action/2105, this distribution was rolled out mostly through joint global partners. Action2015 was probably the most critical vehicle to distributing Project Everyone assets to civil society across the world. External stakeholder, global Most stakeholders expressed their understanding of the fact that action/2015 and Project Everyone had different priorities, but suggested both could have benefited from increased cooperation. For a number involved in the early formation of the coalition, officials from the United Nations were central to both the formation of the campaign, and some of its key principles. UN representatives participated in some of the early meetings, and coalition representatives participated in UN strategy calls. A number of interviewees reported that key actors within the UN wanted strong civil society activity around the SDGs. One reason for this was to distinguish them from the MDGs, which were seen as an elite-level process, rather than a movement with wide popular support. In general, those close to the centre of the campaign felt the UN relationship was constructive and represented a new way of working and a new target for mobilisation activity. A small number of stakeholders in national contexts suggested that action/2015 should have been a more independent movement. There were people in the UN system that wanted representatives of civil society there. UN officials wanted pressure behind the SDGs, because the risk in 2015 was that the SDGs would be all process. Governance stakeholder, global The campaign was too aligned with the UN. It should have been an independent civil society movement. Survey respondent A few stakeholders indicated that action/2015 s engagement with the private sector was limited and should have been higher, since corporate actors play an important role in defining the SDGs and climate agenda. Although some countries, as illustrated in the Kenya case study, had engagement with the private sector on a national level, there was little to no engagement on a global level. A few stakeholders said this was a missed opportunity. 22

23 Campaign design and delivery: effectiveness, efficiency and relevance 4 Campaign design and delivery: effectiveness, efficiency and relevance 4.1 Introduction This chapter covers the design and delivery of the campaign, assessing its effectiveness, efficiency and relevance. It analyses the structure, messaging and delivery of the campaign and whether it was suitable for the objectives the campaign set out to deliver. Overall, this evaluation finds that action/2015 s campaign design and delivery were fit for purpose, based on both qualitative and quantitative feedback. Survey respondents assessment of campaign design How appropriate were the following aspects of the campaign for your country? Structure of the campaign Messaging of the campaign Very appropriate Fairly appropriate Not very appropriate Not at all appropriate Don t know Design of the campaign Campaign materials Total responses - count Base: 143 Source: Firetail survey (combined responses for English, Spanish and French survey) In this chapter we will elaborate on specific feedback on the structure, messaging and the design of the campaign, as well as on campaign materials. The chapter consists of the following sections outlined below. Chapter 4.2 is on the design and structure of the campaign, covering the initial design, campaign structure, cooperation and functioning of different bodies, and linking of the campaign to local context. Chapter 4.3 on messaging includes key themes and the scope of action/2015 messaging. Chapter 4.4 is on delivery and coordination of the campaign, including planning and coordination, execution of mobilisation activities and campaign resources. Chapter 5.5 discusses feedback on funding and the sub-grants system. 4.2 Design and structure of the campaign The initial design of the campaign As outlined in Chapter 2 the action/2015 campaign was designed in a number of high-level meetings by a group of key actors. Several of those involved as this stage reported that the early phases of planning and campaign design were not inclusive. Some felt that the campaign was dominated by a few actors (with Save the Children UK most often mentioned). 23

24 Campaign design and delivery: effectiveness, efficiency and relevance A number of stakeholders expressed their frustration with these early meetings. They report that the dominant members present took charge of decisions and the campaign narrative. Others expressed their frustration with not being invited at all. One stakeholder mentioned that international development organisations were overrepresented in these early meetings, thereby having a strong impact on the language and wording of the campaign. Another reported that attempts to engage climate groups in this early stage were made, but strong leaders had not been found. In contrast, most reported that the later stages of campaign planning were more inclusive. Many added that while Save the Children was dominant in the planning phase, it was less so in later stages and played a very important role in delivering and coordinating the campaign. Several commented that starting to plan earlier for the design and development of a campaign that spans a full year could have improved its effectiveness and impact. Stakeholders had strong and divergent views on whether the campaign should have had an increased focus on policy makers. Whether the design of the campaign was fit for influencing policy making is discussed in this chapter, as well as in Chapter 5.6 of this report. Structure of the campaign One of the biggest strengths of the campaign that was mentioned by almost all stakeholders was its opt-in structure. The flexibility of the campaign, enabling everyone to take out what most fits their cause and organisation, worked extremely well and was appreciated by all parties. The flotilla structure was considered a good model for the campaign and a big part of its success. A few commented that the loose structure made it difficult to secure long-term commitment and did not stimulate partners to take responsibility beyond the own organisation. The flotilla model was a double-edged sword. It enabled organisations to drop in and out, they weren t tied in for the whole year. Some stayed and others came in and out. This was a real strength but it was hard to get people to take on leadership roles. Governance stakeholder, Europe The flexible, collaborative structure of the campaign allowed participating organisations to use their own ideas and creativity and to learn from each other. Being given high-level objectives, resources and guidelines while having the freedom to link it to issues, audiences or activities most relevant to their own organisations worked well and inspired enthusiasm and cooperation. It gave Southern organisations capacity, resources, communications products and good reasons to work together at a national level. It meant they didn t have to sign up to a whole platform of issues. Governance stakeholder, global Our participation in action/2015 is better and more intense [than in previous campaigns] because materials, resources, how to do it documents and funding was made available. You are more motivated because you see reports, pictures and videos from other regions streaming in. And the coordination from the action/2015 team is superb. Survey respondent 24

25 Campaign design and delivery: effectiveness, efficiency and relevance A few stakeholders at the global level commented on the limited capacity for basic centrally coordinated campaign functions, such as fundraising and communications. This was considered a weakness of the campaign and something that could have improved its overall effectiveness. Some expressed there was a need for stronger coordination on these areas, as they are key enablers of a successful campaign. However, adding these functions would have added significant coordination costs and made the organisation move more slowly. Coordination at a regional level was considered weaker, particularly in the case of Africa. Some stakeholders called for stronger regional coordination, believing it could have had a big impact on outcomes and effectiveness. In the case of the FFD summit this could have been an important opportunity to promote regional priorities and coordinate regionally, but no such coordination happened. What I think we could have done much better is at the regional level. For example, the African Union Commission are critical in pushing African voices at a global level... We didn t have specific plans to engage them. I think one of the proposals we put in for the second round of funding was to do that, but of course resources are limited. When engaging at regional level you need more resources and coordination. I think we did lose a bit of an opportunity there. Participating organisation, Africa With regards to the regional coordination of Latin America, stakeholders commented that it was difficult to engage the Caribbean region with the campaign. Some suggested involvement of this region could be improved if it was considered separate from Latin America, although they questioned whether this was feasible in practice. Cooperation and functioning of different bodies The structure of the different bodies of action/2015 and their role in the campaign was well understood and broadly considered an effective model for the campaign. Stakeholders were unanimously positive about the Global Hub. The level of positive feedback on the Global Hub Coordinator was remarkable. One stakeholder called the Global Hub a dream team and many applauded its commitment, responsiveness, ability to translate everything in three languages and general ability to build a personal relationship with everyone and connect action/2015. The Global Hub took some time to set up, it was a lot of work for very few people. They managed to build a lot of trust around the campaign and that was crucial for this to work. They played a major role. Governance stakeholder, global The feedback on the Reference Group was mixed, from both stakeholders that were members of the Reference Group themselves as well as from other stakeholders who commented on its effectiveness and relevance. A couple suggested that the idea of the Reference Group was good, but that in practice its members were selected too early and that roles and responsibilities were not clear. Some members of the Group played an important role, but others were not very active. The Group as a whole could have played a stronger role in advising, planning for the future and involving their network, thereby potentially increasing involvement from other large organisations. A few noted that the Reference Group had very competent people in it but only 5 or 6 of them, depending on the moment, were active at any one time. Feedback on the global action teams was generally positive, although few stakeholders mentioned them without prompting. The action teams were seen to play an important role in the development of materials and engaging particular audiences, such as the youth ambassadors. The action teams that were responsible for fundraising and communications did not work as efficiently as was required for global coordination of these important campaigning areas. Some suggested there was the need for stronger, full time coordinators with clear priorities, to prevent coordinators from having to balance fundraising for action/2015 with 25

26 Campaign design and delivery: effectiveness, efficiency and relevance fundraising efforts for their own organisations. The extent to which the role of a national coalition lead functioned varied significantly per country. Although stakeholders were generally positive and saw a lead person per country as an important role, the responsibilities of the coordinator were not clear in some countries. One stakeholder was not aware of the fact that most countries had a national coordinator. The different roles that national coalition leads fulfilled can be categorised as: Full time, appointed and paid by action/2015 Natural lead, emerging from a highly active participating organisation Dominant lead where some felt that other organisations were not included Absent lead resulting in a lack of coordination Sometimes it seemed there was a lack of coordination.. [Organisations in my country] would all do the same.. It would make sense if each country would have a lead coordinator or organisation that takes things forward Everybody expected [organisation in my country] to take up this role, but it didn t. We are now sharing information, but it would have been better if we would have had that from the beginning, so this coordinator would take the lead and we would have action/2015 [in my country] and we would have one work plan. Participating organisation, Africa Several stakeholders that were able to comment on the role of Save the Children on a global level suggested that it would have made sense for the London-based action/2015 team of Save the Children to join the Global Hub or to have more local presence in Africa, Latin America and Asia. One stakeholder from outside the campaign considered the lack of CEO or central leadership figure in the action/2015 campaign difficult to engage with. This was a minority view. Others commented on the absence of a central leadership, but mostly felt that a CEO or a centralised decision-making body was incompatible with the structure of a decentralised campaign. Linking of campaign to local context, involvement of participating organisations Most stakeholders were positive about action/2015 s efforts to link the campaign to the local context and to involve participating organisations in campaign planning. The assessment of whether the campaign succeeded in making these links work in practice was more critical. I really appreciated the fact that we were able to adapt the campaign to the national reality. This is the first time that a campaign is so open for that. Participating organisation, Latin America 26

27 Campaign design and delivery: effectiveness, efficiency and relevance Survey responses on participation in planning process To what extent did you / your organisation participate in the design and planning of the campaign in your country? Don t know I did not participate at all I participated to a limited extent I participated to a large extent 0% 10% 20% 30% 40% 50% 60% 70% Total responses in % Base: 152 Source: Firetail survey (combined responses for English, Spanish and French survey) The survey indicates that most participating organisations felt they were involved in the planning of the campaign in their country. Campaign planning should have been more participatory and inclusive, according to the majority of those involved. Many say it should have involved representative organisations earlier and to a much greater extent. The campaign was generally considered to have much stronger Southern presence and support than previous campaigns in international development and climate change. However, many of the key responsibilities and much of the design of the campaign was still managed in or from the Global North. Action/2015 became a top down campaign These processes are so difficult to manage, but get them [participating organisations] to design the campaign... That will only happen when 20 of these coalitions are asked to come together and asked what they want to campaign for, how they want to campaign. Investing in that process is also very important... If for example Save the Children had said we will ensure that at least 5 of our country heads will sit in the designing of the campaign, it would have been very different. Nothing against INGOs, but a country director will know this will work in my country. Governance stakeholder, global Action/2015 was most effective where it could build on existing coalitions or networks, in countries where this was possible (such as the Wada Na Todo network in India and GCAP in a number of countries). Comparing the campaign s effectiveness in different countries shows that building on existing local structures is one of the key lessons learned from action/2015. Some suggested there were existing networks that could have been leveraged more in other countries. I think it worked really well because [the leading organisation in my country] became that central forum.. When action/2015 was launched there was discussion on the national coalition, and it was only fitting that a national organisation that was already doing such work would take the lead. It worked very well because it was not a new coalition that was established, but there were already recognised players. Participating organisation, Asia 27

28 Campaign design and delivery: effectiveness, efficiency and relevance Many stakeholders, especially in French and Spanish speaking regions, mentioned the importance of connecting the campaign to the local context by using the local language as much as possible. Local partners are much less inclined to take part or be active when materials and communications are in English. Although action/2015 was praised for its efforts to provide everything in three languages (English, Spanish and French), some suggested this could be improved even further. 4.3 Messaging of the campaign The key themes of the campaign That the key themes of the action/2015 campaign were the fight against climate change, poverty and inequality was understood and supported by all stakeholders. Action/2015 included organisations working on all three of these issues and many more. It is a key outcome of the campaign that so many organisations ended up integrating and linking messaging from these three wider themes to their own messaging. This was most often mentioned in relation to climate change; various organisations that had never participated in activities or adopted messaging about climate change got involved with action/2015 and included climate issues in their campaigns and materials. Some stakeholders mentioned the predominance of international development language in the messaging and key themes of the campaign, attributing this to the predominance of development organisations in the initial planning phases. For some, this created a real obstacle to being involved in the campaign. As they did not agree with the tone of messaging and the international development angle, one organisation felt that they could not stand behind the core of the campaign, since communicating in development language could have adverse affect on the international negotiation processes. Within the campaign overall the biggest moment, or what was pushed as the biggest moment, was the SDG summit. Although the campaign is about SDGs and COP21 I think most organisations in the coalitions work more specifically on development than climate. Governance stakeholder, global When considering the connection and overlap between the three key themes of the campaign it is important to note that linking climate change, poverty and inequality was a significant step in connecting global challenges. The problems of the world are interconnected, and cannot be seen in silos. The campaign stimulated thinking about the links and relationships between key international challenges, sectors, themes and negotiations. A few suggested that the campaign could have taken even greater steps in doing so. It [the campaign] is a good aggregator of stories of actions in various parts of the world, therefore giving spaces for participation and involvement. But it has limited itself to telling the happy stories but not in telling the sharper narratives of the intrinsic link between human rights and development and environment or climate change, thus the calls were not as transformative or radical as it should be. Survey respondent The scope of action/2015 messaging The messaging of the action/2015 campaign emerged as a result of its open nature and decentralised structure. There was a deliberate choice to focus on top line messages rather than detail. The campaign avoided making campaign messaging directive by targeting specific SDGs, outcomes or issues. These choices were well understood and supported. 28

29 Campaign design and delivery: effectiveness, efficiency and relevance This meant that for many, messaging was easily adaptable and enabled organisations to align it to their own organisations themes and purposes. For others this was a drawback, as it meant that messaging (as well as resources, which will be discussed in the next section) was very much framed in a global language and therefore not always applicable to the local context. Some indicated that terms like sustainable development or even climate change or inequality mean little to beneficiaries and constituents in rural communities. It is very common for ideas to come from the Europe, so the West, from England, which are totally removed from the realities of countries like mine. For us, for example, it made no sense to ask 15 years olds how they imagine themselves at 30 because they don t picture themselves at 30. In some zones it is extremely dangerous here. For some young people, imagining themselves in 15 years is science fiction. Governance stakeholder, Latin America These stakeholders suggested that the campaign could have generated more energy and commitment by focusing on specific issues. On a local level this would provide a clearer link to people s everyday lives, but also on a national or global level it would give a clearer call to action. A few stakeholders expressed their doubts about the concept of action/2015 and elaborated that you can t really claim a year. They were of the opinion that you can claim a day or an issue, but that a year is not a feasible or effective framework for a campaign, and that some of the challenges with the delivery and coordination of the campaign arose from the 1-year structure. Taking into account that the first half-year consisted of relatively less important mobilisation moments, they suggested that action/2015 could have been a 6-month campaign from Addis to COP21 with the SDGs in the middle. Others were enthusiastic about the fact that action/2015 spanned a whole year of activities, because that enabled organisations to pick and choose the moments that were most relevant for their organisations and constituents. Overall, stakeholders found that action/2015 had a positive and inclusive narrative and that its themes and messaging reflected this; it gave guidelines for messaging and then left everyone free to use their creativity to choose those issues most applicable to the local context. This worked well and inspired cooperation, sharing and creativity. It felt that it hung together well. These moments don t come along very often and it felt very focused, the moment and the communications around it were very good. You can imagine that with 17 goals and all the arguments about how many goals there were it could have got very messy but somehow it seems that we had something very clear and strong to communicate to our key audiences, particularly the importance of getting strong goals and holding governments to account. I think it s been a very good clear coherent campaigning message, throughout the year. Participating organisation, Europe One global stakeholder noted that action/2015 was not an easy campaign to build a message structure around. Not only did it not have a clear call to action, or strong policy content, it was about reasonably esoteric global processes. It was not an easy proposition. It was not the strongest call to action, but it didn t feel like there were compelling alternatives that we missed. Getting people out and excited about UN processes is not the easiest ask. Governance stakeholder, global 29

30 Campaign design and delivery: effectiveness, efficiency and relevance 4.4 Delivery and coordination of the campaign Planning and coordination of the campaign The majority of stakeholders was positive about the delivery and coordination of the campaign. Organisations chose moments, activities or messages that were most appropriate for their organisation. This defined coordination and planning processes to a large extent as it allowed participating groups to connect action/2015 to their existing campaigning and planning cycles. Many stakeholders praised action/2015 for the successful delivery of a global campaign of this scope and breadth. It s important to remember that one of the things action/2015 was pitched as, at the start of the campaign, was the idea that you could do what you were already planning to do with the action/2015 brand, as opposed to creating lots of different activities. There are a number of activities that happened as a result of action/2015 coordinating or coming together but there are also plenty of activities that have an action/2015 flavour to them because of the way that the campaign was structured. I think that worked well for people and they found it easier to engage with. Governance stakeholder, Europe Action/2015 is the most effective, most massive campaign I ve ever been involved in. Governance stakeholder, Africa Some felt that the volume of mobilisation events was very high, so there was limited space to reflect upon previous events, or to build up a learning cycle. In some instances, the planning felt rushed and too much we were running from one event to the next. On the other hand, participating organisations also appreciated that they could pick and choose from events linked to their cause and a couple of stakeholders praised action/2015 s ambitious agenda of activities, which offered so many opportunities for mobilisation. Many commented on the importance of aligning the timing of mobilisation activities with the local context. In some countries organising a demonstration on a weekday simply does not work, but in other countries religious or cultural traditions make it difficult to plan events on Saturdays or Sundays. Best practices from India showed that spreading mobilisation over a few days or a week around the key mobilisation date(s) worked well, also relieving some of the logistical pressure to organise many activities at the same time. It is then necessary to ensure that mobilisation is still clearly linked to the global moment / event, as this is an important part of action/2015 s role in connecting local and global issues. One of the main strengths was bringing together a broad cross section of society around the world, to mobilise and take action on these moments that were happening throughout the year. I ve never seen that happen before You could see people from cities like London to really remote villages in say Tanzania all mobilising on the same day and that was quite incredible. Governance stakeholder, global Another issue around coordination was that planning sometimes happened suddenly, and that the turnaround time for translating or signing off materials was at times short. For example, one stakeholder cited the press release that came out for International Women s Day that had to be signed off and distributed in a very short period of time. It was understood that this was also a product of external circumstances, however, having a timeline that allows for more space would increase the campaign s effectiveness. Many stakeholders commended action/2015 for its efforts to provide a high number of contact moments and opportunities for connecting, and were positive about the frequency and effectiveness of 30

31 Campaign design and delivery: effectiveness, efficiency and relevance communication between global, regional and national levels. Governance bodies or individuals such as the action teams and national coalition leads had regular check in-calls and many participating organisations had bi-weekly calls with key partners and/or national coalition leads. Most viewed these calls as helpful and supportive of the planning process. Sometimes when you are in charge, it helps if people keep reminding you. You don t get left out. It gives you the morale and the ability to organise as quickly and as soon as possible. Governance stakeholder, Africa Google Groups were the main tool for online coordination. The groups were generally thought be an effective way to keep everyone involved and updated on what was happening in the campaign around the world. A couple of stakeholders stated that the Google Groups provided a great opportunity to connect with participating organisations around the world (for example to connect with organisations that are working on the same themes and issues in another region of the world). This led to sharing of ideas, learning and creating possibly lasting relationships. Some felt that at times there was an overload of information and s, especially when the communications were not collaborative, one stakeholder described this as pushing out of information. The methods of communication most often mentioned by stakeholders from participating organisations were , via the Google Group, Skype, Facebook and Whatsapp. Execution of mobilisation activities The execution of mobilisation activities was largely determined by countries national priorities and the types and backgrounds of participating organisation who coordinated mobilisation activities. In some cases key partners coordinated general activities and others organised themselves around these, in other cases participating organisations organised their own activities linking to a specific theme. Delivery of activities was to a large extent dependent on participating organisations resources and capacity. Although the sub-grants provided a good platform, and for some organisations were the only reason they could participate, executing mobilisation activities was dependent on human resources and available capacity. A number of participating organisations indicated that implementation timelines were sometimes too short, making it challenging to organise and execute mobilisation activities effectively. Delivery of key mobilisation moments Launch until before May Mobilisation Financing for Development UNGA COP 21 Strengths: In this phase the campaign was still building up and many participating organisations got inspired and joined the campaign during this time The launch and the send a postcard to your PM action were evaluated positively by many and called a highlight of the campaign Weaknesses: Choosing 15 January as a launch date was arbitrary and it was not clear to everyone why this was the date chosen for the launch In many countries the action/2015 coalition was not yet established, and coordination of these activities was therefore somewhat fragmented. Some indicated that key moments later in the campaign worked better Strengths: This was the first of the three key moments of the coalition, and stakeholders reported a high level of enthusiasm and engagement. This is reflected by the high number of people that were mobilised for this event Many African countries linked their policy work to the FFD summit. Impact on this was visible, for example the delegation using action/2015 wording FFD generated a high level of Twitter engagement, especially in African countries Weaknesses: FFD would have been a good opportunity to present regional African priorities, but this did not happen A majority of exposure in traditional media (media mentions) was in the US and not in African countries Strengths: For many the UNGA was the key moment of the campaign, and everyone indicated high engagement Many stakeholders, especially respondents to the survey, indicated that Light the Way was one of the most successful elements of the campaign A number of participating organisations called out how special it was to feel part of the negotiations in New York through action/2015 Weaknesses: A minority of global stakeholders questioned whether Light the Way should have been a separate event, indicating that the SDGs/ Global Goals itself were the message, and that action/2015 shouldn t have sidetracked from that with Light the Way Strengths: Many participating organisations that had not previously worked on climate engaged with the campaign and included climate in their work because of their activities around the COP 21summit Some participating organisations indicated their governments had limited commitment to COP21 (much less than with UNGA) and that action/2015 gave them a reason and the tools to put climate firmer on the agenda Weaknesses: Some indicated that action/2015 could have been more present at the COP21, and that they expected higher visibility of the campaign. This needs to be considered in the context of the Paris attacks, which caused some organisations to change their plans 31

32 Campaign design and delivery: effectiveness, efficiency and relevance For every campaign moment, we spent more time on planning and designing the campaign, than providing anchors and partners with ample time to implement. This has led to tremendous pressures on the local mobilisers, but we are very happy with the results they ve come up with each time. Survey respondent The chart below gives an overview of the strengths and weaknesses of the planning and delivery of key mobilisation moments and phases. International Youth Day, on the 12th of August, was also mentioned as a successful moment of the campaign by many. The concept around #YouthPower messaging was found to be creative, relevant and powerful, and the responsiveness and inclusiveness of co-chairs of the Youth action team were a key strength. Campaign resources Most comments on campaign resources came from participating organisations. Responses to the survey show that 42% found the campaign resources very appropriate, and 36% found them fairly appropriate. The feedback from Spanish-speaking countries in the interviews and the survey was more critical than experiences from French and English speaking regions. Although there were several points for improvement, overall feedback on campaign resources was positive. They were brilliant at distributing toolkits and being advocates on the ground. External stakeholder, global There were diverse opinions on the level to which participating organisations felt they were involved in the development of campaign materials and the extent to which they were applicable in a local context. Some said the resources were quite Northern and online focused, making it difficult for communities with limited internet access to engage. Others felt that resources used a lot of global language and images, suggesting that materials might be more useful if, for example, the faces on campaign posters would be localised for different regions. Others felt it was natural that the supplied materials were global, and they needed to be adjusted to the local reality. They were generally very happy with the materials provided, and could localise them when necessary. It is, however, important that materials are supplied in a format that enables editing, which was not always the case. Others expressed they were able to adjust materials to the local context, but would have liked some more guidance on how to do that, especially in the beginning of the year. As the campaign progressed, there was more sharing of best practices and examples, and this was considered very useful. More detailed feedback on campaign materials can be found in the case studies in the Appendix. As was the case with feedback on general planning processes, some noted that campaign materials sometimes arrived late, not leaving much time for adaptation or translation in local languages. 32

33 Campaign design and delivery: effectiveness, efficiency and relevance We experienced the campaign structure, messages and materials as very well prepared and useful. Some of the messages needed of course to be translated and adapted culturally. Some of the Communication Kits could perhaps have been sent out a little earlier, due to translation, adjustments and to prepare and engage the coalition to activity on social media. Survey Respondent 4.5 Funding of the campaign Only a limited number of stakeholders were able to comment on the funding and finances of the campaign. Those that were able to comment on a global level indicated that action/2015 was a successful campaign relative to the level of central funds available. As discussed in Chapter 2, one of the key characteristics of the campaign was that it unlocked additional funding and resources from participating organisations and the total value of the campaign is therefore much larger than the income and spend of the Global Hub. This was highlighted by a few global level stakeholders. The lack of a complete financial picture is a necessary consequence of a decentralised campaign structure. There is a trade-off between the governance of a centralised accounting system that allows accurate assessments of value for money and more flexible, decentralised approaches that potentially lever in larger amounts of money for less oversight. Evaluations typically seek to come to some estimate of value for money. The challenge of estimating value for money becomes difficult when it is impossible to provide a baseline for total cost. Voluntary reporting and estimates of spend would partly address this, though we did not test the extent to which there was enthusiasm or resistance to this. In practice, the majority of stakeholders we spoke to who had invested in the campaign outside the central budgets were happy with their levels of investment, and the impact they had achieved with it. The general impression among most stakeholders was that the coalition did not have a high budget given the ambition and reach of the campaign, and that, in general, relatively small amounts of money were spent prudently. Some stakeholders noted that the majority of resources were controlled or allocated by the large international NGOs, and this raised questions of ownership, power and agency. They felt that resources and funding were still Northern focused, and that action/2015 could have benefited from a more balanced division of resources with a stronger focus on the Global South. Some indicated that in order to run a balanced decentralised campaign it is important to ensure that resources are allocated according to needs. They felt that if Southern based organisations do not receive the resources to recruit staff or set up systems needed for full participation at a global campaigning level, the design and creation of campaign strategies and materials will be dominated by those from the Global North with more resources. A few stakeholders that were able to assess the role of funders commented that CIVICUS could have been more involved with the campaign at an earlier stage, seeing that it was chosen because of its position and expertise in the Global South. Some suggested that the resources of the Save the Children action/2015 team in London should have been based with the Global Hub or in-country, thereby funnelling more resources to a regional or country level. A few stakeholders indicated that the global finances of the campaign could be improved. As mentioned previously, the limited fundraising capacity at a central level was a key challenge. Some felt it was contradictory for the campaign to rely on participating organisations to raise funds for a central platform. The limited amount of money available at a central level especially compromised action/2015 s effectiveness around hiring Global Hub staff on time, enabling the planning and payment of sub-grants properly and to properly finance the COP21 mobilisations. 33

34 Campaign design and delivery: effectiveness, efficiency and relevance Sub-grants for participating organisations Many stakeholders saw the sub-grants system as effective and relevant. It boosted global capacity and was one of the key reasons for the successful delivery of action/2015 mobilisation activities. Without the sub-grants, many grassroots organisations would not have had the resources to organise activities and to develop existing staff members skills or attract new people. CIVICUS was effective in coordinating the logistics of transferring the sub-grants. It provided [my organisation] with an international forum and we were given global visibility. It helped my organisation to expand its network, to develop. If they had not selected us or given us a grant we would have missed all that now my people have more experience. Governance stakeholder, Asia Many stakeholders mention lack of funds as the key barrier to continued engagement in the future with the issues action/2015 worked on. Big campaigns need big money. We were getting small bits and expected to do a lot. We had to put in quite a lot of our own resources, but I am sure other organisations were not able to do that. Participating organisation, Africa A number of stakeholders indicated there were some challenges around the allocation and timings of the sub-grants. In some cases, participating organisations applied for a grant and were allocated only half of the amount expected, since the grant was distributed among more partners than anticipated. There was an understanding that resources need to be given out in a fair and effective way, but this made it hard to deliver on activities. Some stakeholders also commented there were more resources available in early funding rounds. A few, particularly survey respondents, commented that sub-grants were not always given to organisations that worked most effectively with the resources given. One suggested there could be improved oversight on the spending of sub-grants. Sometimes I wondered if there was transparency and equity in resource allocation. Some organisations got more resources but had very little impact on the ground as compared to those that received less. Next time it will be good to know who does what and who has the influence. Survey respondent Another issue that could be improved was the timing of allocating funding relative to carrying out the actual activities. For example, sometimes participating organisations would need to wait for a month to hear whether the bid was approved, and then all activities needed to be delivered in two weeks. 34

35 Impact and outcomes 5 Impact and outcomes 5.1 Introduction In this chapter, we will discuss impact and outcomes of the campaign, assessing how it performed against the objectives it was set out to deliver. This chapter consists of the following sections. Chapter 5.2 is on overall impact, discussing high-level outcomes. Chapter 5.3 covers increased public awareness, including public awareness of the risks and opportunities of 2015, public awareness of the campaign and endorsement of its objectives. Chapter 5.4 is on impact through inspiring the public to take action and mobilisations. Chapter 5.5 is on building a stronger civil society movement, analysing how action/2015 created a space for CSOs to work together and increase local skills and capacity. And lastly, chapter 5.6 is on influencing policy as a means of impact. This chapter on impact is supported by case studies on six countries: India, Kenya, Nigeria, Benin, Mexico and the United Kingdom. These can be found in the Appendix. In these case studies we identify the key priorities, organisations, mobilisation moments and lessons learned per country. They provide experiences from countries that were active participants from the launch of the campaign and where across-sector partnerships highlight best practices and important lessons learned. 5.2 Overall impact Of its three objectives, action/2015 made the biggest impact in terms of building a stronger civil society sector. This followed from both qualitative and quantitative data, although this was found stronger in qualitative interviews than in responses to the survey. Survey responses on action/2015 s impact on three key objectives To what extent do you think action/2015 has been successful at the following in your country? Increasing public awareness of opportunities and risks at stake in 2015 Inspiring the public to take action Very successful Somewhat successful Not successful Don t know Building a bigger, stronger movement of CSOs Total responses - count Base: 136 Source: Firetail survey (combined responses for English, Spanish and French survey) 35

36 Impact and outcomes Respondents to the survey indicated that action/2015 s impact was strongest on their own organisation and on CSOs in their country. Survey responses on action/2015 s impact on different audiences Media Private sector Local government National government Strong impact Some impact No impact Don't know General public Affected communities Constituents and beneficiaries of my organisation Civil Society Organisations My organisation Total responses - count Base: 136 Source: Firetail survey (combined responses for English, Spanish and French survey) 5.3 Increase public awareness Raising public awareness was one of the three main objectives of the action/2015 campaign. Key outcomes to meet this objective were: Increased campaign public visibility Increased awareness about the opportunities and risks at stake in 2015 Increased endorsement of action/2015 s objectives This evaluation finds that action/2015 was relatively successful at raising public awareness; quantitative and qualitative indicators show increased awareness of the opportunities and risks of It is important to note this can only in some cases be attributed to action/2015, since many other organisations were working on these issues. There is substantial evidence of increased campaign visibility and endorsement of campaign objectives over the course of the year. Some elements of action/2015 worked particularly well and led to increased impact and awareness of the campaign. The involvement of young people in particular generated interest and engagement from a wide range of audiences. Young people listen to young people and old people listen to young people too. External stakeholder, global 36

37 Impact and outcomes The strength of action/2015 lies in the fact that the majority of its governance was made up of young activists. It was the power of youth. There was engagement, dynamism, and determination in the global governing team and in local teams who implemented the campaign. Governance stakeholder, Africa Another factor that played an important role in increasing awareness was the role of social media. In most regions Twitter was the dominant medium, in Latin America it was Facebook. Twitter was the key tool to engage new audiences, showcase action/2015 activities and engage constituents and beneficiaries with the campaign. For some, increased social media presence was an end in itself, and smaller organisations reported the value of being retweeted by larger organisations or by a large numbers of people. I have been on Twitter for a while but I have not ever been as active as I ve been this last year. I have learned a lot from this process. I have gained a lot more followers because I have been active. There are people who mention or share my tweets. I think it shows the power of communication in campaigns like this. Participating organisation, Africa The importance of social media needs to be seen in context, and is often overestimated in developing countries, especially in Asia. While social media is widespread and has a cross-cutting audience in Northern countries, internet access and use of social media is less widespread in some developing countries, especially in rural areas. The involvement of celebrities in action/2015 was another important aspect of the campaign. The campaign secured endorsement from a number of international celebrities, most visibly Malala Yousafzai and One Direction. This generated considerable media interest. It also had a positive effect on commitment to the campaign; peaks in campaign registration were linked to moments when celebrities were engaging actively with the campaign, e.g. Malala in December 2014 and One Direction in July / August Few stakeholders mentioned celebrity involvement spontaneously or indicated they perceived it as a key strength of the campaign. Public awareness of the risks and opportunities of 2015 Action/2015 played an important role in increasing public awareness of the risks and opportunities of To the statement action/2015 has raised public awareness of the agreements made in 2015 (SDGs and climate) 42% of survey respondents answered strongly agree and 41% answered slightly agree. Respondents in Spanish speaking countries saw lower evidence of awareness (only 28% answered strongly agree, as opposed to 51% in French speaking countries and 46% in English speaking countries). This was most likely because they experienced the campaign still as English-dominated, and experienced difficulties in localising or translating campaign resources on time, as discussed in the previous chapter and the case studies. Because of the wide variety of events and awareness raising activities, especially around the SDGs and COP21, it is not possible to assess the extent to which increased awareness can directly be attributed to action/2015. There was a range of organisations working on these issues and impact can only be attributed to action/2015 in some cases. Stakeholders who worked on a community level gave examples of how constituents and beneficiaries of their organisation now have a better understanding of what the SDGs or the COP21 negotiations entail, and how this can affect their everyday life. This needs to be considered in a local context, as increased awareness means different things at different levels. In some rural areas, concepts such as Sustainable Development Goals are global terms that do not mean much to the community. But while there may not be increased awareness of the SDGs themselves, 37

38 Impact and outcomes stakeholders cited examples of people having a better understanding of how the issues the community does care about (such as clean water, having something to eat tomorrow and having land to live and work on) are related to the SDGs or climate negotiations. Rather than amplifying local issues, action/2015 linked global issues to local realities. Both the survey and the stakeholder interviews mentioned examples of such increased awareness, providing evidence of increased awareness and understanding of the risks and opportunities of Action/2015 hasn t amplified local issues, but it wasn t designed to. It has localised global issues. Governance stakeholder, Africa A few participating organisations commented that the campaign assumed a level of basic awareness about the issues it was working on, and stated this was not the case in their local context, making it difficult to raise awareness. Our region is not yet accustomed to campaigning and there was a general lack of awareness to the issues. So it was a bit difficult to build momentum in the beginning. I think the campaign makes an assumption about the level of awareness in certain regions that would make the campaign successful. Survey respondent Some stakeholders, particularly those that were involved in grassroots and community activities, indicated that awareness was generally stronger among constituents and beneficiaries in urban areas. While they made every effort to go out into rural areas and work with disadvantaged and vulnerable communities, these activities often had a small reach, and limited access to internet made engagement more difficult. While the majority of stakeholders felt that action/2015 has been successful at raising awareness on a national and local level, there was little awareness of regional risks and opportunities. As discussed in Chapter 4 on campaign design, identifying regional risks and opportunities and communicating them as key priorities may have led to a larger impact for the campaign, especially around the FFD meeting. Some compared awareness of the SDGs and the Global Goals to the level of awareness of the Millennium Development Goals (MDGs). They found that the movement creating increased awareness of the SDGs, including action/2015, has been very successful. A US public opinion poll shows that in the summer of % of the US population was aware of the MDGs, but one week after the UNGA in September 20% of the population was aware of the SDGs 1. Although this impact cannot be attributed to action/2015 directly, it shows overall increased awareness of the SDGs. The MDGs were running for 15 years and people were not aware of what they were at the grass roots. Through the work of action/2015, a great percentage of Nigerians are now aware of what the SDGs are and what they stand for. For me this was very significant because it s only the awareness of such kinds of goals that will make [Nigerians] take actions that will lead to accountability. [action/2015] created the movement, it created the follow up for the SDGs that the MDGs couldn t have. Participating organisation, Africa Public awareness of the action/2105 campaign and endorsement of its objectives Stakeholders were positive about awareness of action/2015 and its objectives. Their ability to assess awareness on different levels was determined by whether they engaged with the campaign on a local, national, regional or global level. Qualitative and quantitative indicators show increased awareness of the campaign over the course of Source: Interview with key UN official in December 2015, based on UN Foundation poll 38

39 Impact and outcomes A global survey of public opinion was beyond the scope of this evaluation. However, public participation in mobilisation events, social media activity and other modes of engagement with the campaign can all be seen as proxies for endorsement of the campaign s objectives. Some stakeholders cited examples of being recognised by partners, by other CSOs in their country or by government officials as being part of action/2015. Many expressed that their participation in action/2015 generated interest or acknowledgement of the campaign among a wide range of audiences. Many participating organisations indicated they used action/2015 branding or the action/2015 logo for most mobilisation activities during I think the impact is huge in Kenya because a lot of the government ministries have heard of action/ I still meet people that say Oh you are from action/2015!. They wouldn t remember [my organisation] but they have seen them marching on the street. Participating organisation, Africa Quantitative indicators on action/2015 s media profile show that the campaign generated increased awareness over time. This was mostly concentrated around mobilisation moments, in the build up to the UNGA in September, with some media activity around the COP21 in December. Media and Twitter engagement with action/2015 Retweets, mentions, impressions & new followers 700k 600k 500k 400k 300k Media mentions Twitter engagement Media mentions 200k k Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec 0 Action/2015 launch May Financing for Mobilisations Development UNGA COP21 Source: Action/2015 monthly media reports and raw action/2015 Twitter data From the number of media mentions it becomes evident there is a global spread of media mentions and social media activity. The highest number of mentions are in the United States, the United Kingdom and India. The FFD chart shows an even greater dominance of media mentions in the US. 39

40 Impact and outcomes Media mentions by country for 1) Launch and 2) UNGA LAUNCH UNGA United States United Kingdom United Arab Italy Pakistan Indonesia Germany Spain Uganda South Africa International Canada Austria Mexico Nigeria Norway Australia France Denmark Argentina Mali Japan Tanzania Brazil Ghana Jordan Kenya Nicaragua India United States Spain South Africa Qatar International Italy UAE Nigeria Brazil China Fuji France Bangladesh Japan Australia Pakistan Kenya Canada Ghana Ireland India United Kingdom New Zealand Uganda Source: analysis of action/2015 monthly media reports 5.4 Inspiring the public to take action, mobilisation activities Action/2015 s second objective was to inspire the public to take action in support of action/2015. Key outcomes to meet this objective were: Engaged public through online actions (online petitions, social media activities, etc.) Engaged public through in-person activities Engagement of decision makers around action/2015. In this section we will discuss the first two objectives. Chapter 5.6 will discuss engagement of policy makers and decision makers with the campaign. As discussed in Chapter 2, action/2015 consisted of a variety of mobilisations across the globe. The map below shows mobilisations around the world, indicating the number of individuals that participated in mobilisation activities throughout the year. 40

41 Impact and outcomes Action/2015 mobilisations by country in 2015 Source: Overview of mobilisation moments including: launch/ before May mobilisation, various May mobilisations, FFD, International Youth Day, UNGA, Climate Summit mobilisation In most countries the campaign launch, Financing for Development, International Youth Day, UNGA and COP21 were the biggest mobilisation moments. The May Mobilisations spanned a wide range of activities in the month of May around a diverse set of themes such as citizen participation, climate, gender, labour rights, sexual and reproductive health and Africa Day (25 May). This was a key component of the delivery of large mobilisation numbers during the action/2015 campaign. The graph below gives an overview of the number of individuals that was mobilised at key campaign moments. Because of inconsistencies in the mobilisation data it is important to note that these numbers illustrate the amount of actions taken, and do not offer a complete overview of all actions. Individuals mobilised for key action/2015 moments Individuals mobilised (thousands) 25,000 20,000 15,000 1, Launch / Before May Mobilisation 20,772 May Mobilisation Financing for Development International Youth Day UNGA COP21 Source: Action/2015 data: Overview of mobilisation moments Mobilisation moment 41

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