EVALUATION REPORT - Runnymede Trust · the campaign was that UK legislation – the 2010 Equality...

EVALUATION REPORT May 2014

1) INTRODUCTION

The campaign The End Racism This Generation campaign was a pledge-based campaign from the race equality organisation Runnymede Trust. The objectives of the campaign were:

1. to raise awareness that racism and race inequality are still problems in the UK; 2. to encourage people to make changes to their behaviour, at an individual, organisational or

institutional level to further race equality; 3. to publicly share the pledges for action so that they hold the pledger to account and to spread

practical ideas about how to tackle racism. Runnymede Trust is a race equality thinktank, established in 1968. Throughout its history, Runnymede has been producing evidence and analysis about how to make Britain a more racially just society. The End Racism This Generation campaign represented a shift in approach for Runnymede. Although the messaging for the campaign was firmly evidence-based, the activities involved much more outreach, more public-facing work and more focus on encouraging practical action through movement-building and network-building. The End Racism This Generation campaign built on learnings from a previous Runnymede project, Generation 3.0, which explored changing attitudes to race and racism by creating spaces for older and younger people to share their experiences and views on how we might end racism in a generation. The main funding of the campaign was from a European Commission Anti-Discrimination Progress Action Grant, running from June 2013 to May 2014. Co-funding for this grant was provided by the Robert Gavron Trust. Smaller and in-kind donations were given by B3 Living, The Red Room, Unison South West and the Women’s Resource Centre. The End Racism This Generation campaign was originally envisioned as a three-year long campaign, with the intention to secure funding for the second and third years during the first year that was funded with the European Commission grant. As well as a general public audience, the campaign targeted some specific groups and sectors to encourage practical action to tackle race inequality. These were: young people, teachers and youth workers, NGOs, small and medium businesses, local government officials and heath professionals. Campaign activities during the year included:

the building of a campaign website to capture pledges for action: www.end-racism.org

online and offline events, some targeting specific sectors

the production of films exploring the intersectionality between different types of discrimination: race and gender, race and age, race and sexuality, race and religion and race and disability.

the formation of Advisory Groups

surveys of attitudes to race issues across different ethnic groups

production of case studies showing how action to tackle racism can have practical impacts

the launch of a race blog site called Race Card: www.racecard.org.uk

dissemination of campaign messages through social media

structured email communications to supporters

http://www.end-racism.org/

http://www.racecard.org.uk/

This report The purpose of this report is to capture the experiences of partners and participants in the campaign and what has changed as a result of their engagement with the campaign. We want to record the learning from this type of campaign, in order to inform future similar Runnymede work, and to support other organisations embarking on similar initiatives. This report should also be useful to support our funders to assess the effectiveness of these types of activities in addressing racism. This report has been produced with the values of inclusivity and honesty. We are interested in the views of the campaign from a range of people, from regular participants in our events to more influential partners. In the interest of learning, we are prepared to acknowledge that some aspects of the project were less effective. The approach in producing this report was for Runnymede to work in partnership with an external evaluator, Quashie Consulting, to establish an evaluation framework. At the start of the project, we defined categories within which success could be assessed, for example evidence of change, reach of the campaign and depth of engagement. Quashie Consulting designed a Campaign Progress Wheel, with a spoke for each of these categories. At the outer edge of the wheel is the overall target for that category, making it possible to track the distance travelled along each spoke as the campaign progressed towards the goal. Using this campaign dial enables a visual representation of a huge amount of evaluation data, so we can see at a glance in which areas the campaign performed well. The evaluation framework was developed with a three year timescale in mind, so the targets set across the different categories were more ambitious than could be achieved in just one year of the project. A full description of Quashie Consultancy’s campaign dial and an explanation of the data used to establish the scales on the spokes are presented in the Appendices of this report. This report will begin with a brief analysis of the background and context into which the campaign was launched. Following this, a section will be dedicated to each of the spokes of the campaign dial:

1) Campaign management

2) Pledges from individuals

3) Pledges from organisations

4) Events

5) Reach of the campaign

6) Depth of engagement of individuals

7) Depth of engagement of organisations

8) Evidence of change The report will conclude with a summary of our learning and recommendations.

2) BACKGROUND In 2014, discourse around race is in a complicated place. Some commentators claim that continued work to tackle racism is “political correctness gone mad” or that placing emphasis on the value of diversity even encourages more racial tensions. In some quarters there is a narrative that we're now living in a post-racial world - that racism is a thing of the past. Yet meanwhile we have seen a rise in anti-immigrant rhetoric, through UKIP and even the elected government. This creates a political space in which racism against new migrant groups is almost seen as acceptable. Runnymede hears countless stories of the persistent everyday impacts of racism. “It's like the wind,” said one woman from Wolverhampton. “You can't see it but you know it is there.” Racist assumptions permeate everyday life. We spoke to a Black woman from Bristol who is assumed to be a cleaner every time she arrives at someone's home. She is actually a physiotherapist. One man we met in Taunton leads a team of engineers. Clients hold the eye contact with his junior white colleague, never expecting the strategic expertise to come from him. We have talked to teenagers in London who have lost count of how many times they have been stopped and searched by the police. In summer 2013, Runnymede Trust commissioned some in depth interviews with 750 people across different ethnic groups. This research revealed that 3 out of 5 minority ethnic respondents were worried about discrimination about their race, religion or nationality affecting their chances in education, training, business or employment. This survey tells us that many people from minority ethnic groups in this country are worried – when going for a job, at school, or in a university application process. But is this fear based on fact? The answer is yes. The data shows that even now, in 2014, your life chances are affected by your ethnic group. In education

You are less likely to get 5 GCSEs if you are black than if you are white.

The highest performing group at GCSE level is Chinese pupils. But the 2011 Equality in Higher Education report found that Chinese graduates are more than twice as likely to be unemployed than white leavers.

In work

White women who are looking for work are far less likely to be unemployed than Black, Bangladeshi and Pakistani women.

Young black men have experienced the sharpest rise in unemployment since the coalition came to power, with more than one in four of all black 16-24 year olds out of work now.

A 2010 experiment in which equivalent applications except for a name change were sent to employers in the name found that almost twice as many applications needed to be sent if someone had a minority ethnic sounding name.

In the justice system:

The police stop and search black people at seven times the rate of white people.

There was on average more than one complaint a day about the Metropolitan Police being racist between 2005 and 2011.

Force was used on Black and Black British prisoners at a rate of 46 times per 100 prisoners compared to 21 times per 100 for White prisoners.

In politics:

Despite minority ethnic groups making up 14 % of the population, there are only 27 black and Asian MPs - 4.2% of all MPs in the Commons.

In the media

National Council for the Training of Journalists’ Journalists at Work survey found that 94% of journalists are white.

In mental health:

Black men tend to be given higher doses of medication than white men and are five times more likely to be detained on locked wards.

The challenge for this campaign was to work with this evidence base and with stories of experiences of racism to highlight that racism is still a problem, and that we can do something about it. A key idea for the campaign was that UK legislation – the 2010 Equality Act – already outlaws racial discrimination, but we need to all share responsibility for making race equality a reality. We used the phrase “from one big act to thousands of small acts” to capture this idea. We wanted to the campaign to re-energise anti-racist work. The race equality sector has suffered cuts in funding in recent years, with local and regional equality bodies closing down in towns and cities across the country. This campaign came at an important time to reconnect race equality activists, remind people of progress we have made and create spaces for the sharing of ideas.

3 RESULTS

1 Campaign Management

To evaluate ourselves on how smoothly the End Racism This Generation campaign was running, we gave ourselves a mark out of ten at the end of June 2013, the end of November 2013 and the end of May 2014.

We awarded ourselves points for:

Being well-resourced: The goal was to have enough people in the campaign team so that we could deliver the pre-planned campaign activities set out in the European Commission funding agreement, with enough leeway to seize opportunities that arose too. We wanted to have secure funding for at least the next six months at any point.

Having plans in place: We wanted to have clear campaign plans in place for at least the next six months, so we could be building the alliances needed in order to deliver local and sector-specific outreach. At any point, we wanted to be on course to secure long term funding for the campaign.

Having effective ways of working: We wanted to have clear lines of responsibility in place within the campaign team, so that team members knew which work-streams they were responsible for, and efficient processes for meetings, reviewing progress towards milestones and information sharing.

Having engaged Advisory Groups: Our goal was to have recruited two Advisory Groups – one specifically youth-focused, with both fully up-to-date with progress of the campaign, and proactively engaging with us.

In June 2013, we were at the beginning of our year-long funding from the European Commission, so were in a secure place in that respect, but we had several new members of staff, no Advisory Group yet and only an outline of a plan about how our campaign activities could deliver pledges for actions to help end racism: we scored 3 out of ten.

End June 2013 3 out of 10

End Nov 2013 8 out of 10

End May 2014 4 out of 10

By November 2013, we were in full flow, with the campaign team working well together and keeping the Advisory Groups up-to-date, a much clearer vision of the campaign model and fundraising in motion to secure longer term funding for the campaign: we scored 8 out of ten.

Unfortunately we did not manage to secure funding beyond the 2013-2014 European Commission grant – we applied for the same European Commission grant for a second time and also to the Big Lottery Fund's Reaching Communities programme, but were unsuccessful. In early 2014, Runnymede Trust underwent an organisational restructure, re-focusing on research-based interventions as opposed to public outreach work. The combination of these factors led to the decision to stop the End Racism This Generation campaign at the end of the European Commission grant agreement period at the end of May 2014.

This meant that by the end of May 2014, although profile and momentum for the campaign was at its height and the team was working well together, we only scored 4 out of ten for campaign management, because we didn't have secure funding, didn't have continuing campaign plans and were under-resourced after some staff were reduced to part-time hours as part of the organisational restructure.

The project plan was developed before an experienced campaign team was in place at Runnymede which meant that the scale and scope of the activities was somewhat over-ambitious. Unfortunately, this meant that the team was not well-resourced enough to proactively seize new opportunities that arose.

The majority of our Advisory Groups weren't proactively engaging with the campaign, although they were kept up-to-date and given opportunities to feed into campaign decisions.

2 Pledges from individuals

Asking people to “pledge” to take action in their lives, workplaces or communities was the central call to action for the End Racism This Generation campaign. Our pledges are therefore a crucial indicator of our success. There are several ways to evaluate progress on our pledges:

How many people had pledged at different points in the campaign? What was the strategic significance of the pledges made? What real-life impact were the pledges actually making.

We will address the real-life impact of the pledges in section 8, “Evidence of Change”.

To evaluate the significance of the pledges, we gave each one a rating of “Bronze”, “Silver” or “Gold”:

To be rated “Gold”, the goal of the pledge had to be strategically significant, with the person pledging also in a role of significant influence.

To be rated “Bronze”, the pledge was personally rather than strategically significant and the person's role was of limited influence.

To be rated as “Silver”, either the person themselves was in a position of influence, or the pledge was of strategic significance, but not both.

Examples of pledges from each category are shown below:

BRONZE PLEDGE SILVER PLEDGE GOLD PLEDGE

“I pledge to challenge racism whenever I encounter it.”

“I will hold an event that gets people thinking about and discussing race issues”

“I am a presenter on a community radio station. I will build an anti-racist narrative into my show, incorporating your campaign resources. I will encourage my listeners to log on to the website and spread the word to schools and parents.”




The evaluation framework was established with a three-year campaign in mind. Clearly, we expected that the number of pledges would increase throughout the campaign. We expected fairly slow growth at first, but then more steep growth as word of the campaign and the buzz around best practice from pledges spread, creating a snowball effect. In addition, we expected that the proportion of Silver and Gold pledges relative to Bronze pledges would increase during the course of the campaign. We imagined that someone pledging for the campaign would be more likely to make a strategic pledge once they could see a range of existing strategic pledges, so would be able to relate to something they could change in their own lives. We imagined that someone might start with a personal and not particularly strategic pledge but then might come back to pledge something more meaningful during the course of the campaign.

We found that the pledge as a campaign action was actually a “higher bar” action than we had predicted. Compared to more familiar online campaign actions, for example emailing a set text to your MP, it requires much more in-depth thought. Even if someone is already committed to the idea of helping to end racism, a pledger has to analyse their own potential for influence, craft the wording of their pledge and make a personal commitment to change.

This meant that the most effective context to gather pledges was at our events, where we gave people suggestions of pledges tailored to their context. We gathered the majority of the pledges in this way. Online growth was much slower than we had hoped.

Encouraging action at an individual level - and an action that requires self-reflection - does seem appropriate for a campaign such as End Racism This Generation. After all, ending racism will require changes at an individual psychological level, whether that is about the empowerment of people from minority ethnic groups, or about people overcoming their unconscious bias that leads to racial discrimination. And even a pledge that we might have rated as “Bronze” - for example to call out racism when someone hears it from their friends and family – is actually a fairly challenging thing to do in reality when faced with that social situation.

Overall, despite the numbers not being dramatically large in the first year of the campaign (around 350 individual pledges), given the tailored and personal nature of the campaign, it was an important achievement to collect the pledges that we did.

3 Depth of engagement with individuals

An important element of the End Racism This Generation campaign was the idea of building a movement of individuals and organisations, working together to tackle the problem. Within this movement, ideas could be shared – so when people pledged, we made these pledges public to inspire others to follow suit. Our events were opportunities for people to connect with each other; and we brought people together within specific sectors to enable sharing of best practice about how to tackle racism.

To make this idea of movement-building a reality, the depth of the engagement of the people involved was important as well as the number of people reached. The way we evaluated this was to categorise people connected with the campaign as either a) observing or following; b) engaged, endorsing or recruiting; or c) owning or champions.

Category Example of what the person has done

Observing/Following Follow @EndRacismUK on Twitter or join the campaign mailing list

Engaged/Endorsing/Recruiting Share campaign materials, make a pledge for the campaign or contribute a blog to Race Card

Owning/Champion Organise a series of events or contribute their story as a case study for the campaign

We started in June 2013 with some followers already, due to Runnymede's existing mailing list and Facebook page, so we scored 5 out of 10. By November 2013, we had 1 “champion”, 223 people we classed as “engaged” and over 10,000 people “following or observing”, so we scored 5 out of 10. By May 2014, we had 10 “champions”, 386 “engaged” people and over 19,000 people “following or observing”, so we scored 6 out of 10.




Some examples of individual champions were:

Dr Jude Smith Rachele, whose pledge for the campaign was to start her own campaign to tackle colourism, which is prejudice around the shade of someone's skin. She supported the campaign in multiple ways – sharing information about the campaign through her networks, speaking on the panel at our event in Bristol about Race and Gender, and working with us to produce a case study about the action and impact that had resulted from her pledge.

Jo Hume, who is a Membership Developer at Locality, worked with us to produce a case study demonstrating how her action led to this impact. In addition, Jo was a panelist for our online discussion with the Guardian local government network, and also promoted the campaign through her Twitter account.

Marion Permaul, who is a teacher at George Monoux College implemented a series of initiatives within the college for the End Racism This Generation campaign, including a large student-led multimedia arts installation on the theme of Ending Racism and discussions about racism. She also supported us to establish our Youth Advisory Group with students from the college.

Roger Griffith, who is a community activist and Chair of UJIMA community radio station in Bristol, was a panelist for our Bristol Question Time debate, hosted a community conversation during our Bristol pop-up shop, was a panelist for our online local government discussion and contributed blogs for www.racecard.org.uk

Donating a personal story as a case study was an absolutely crucial contribution to the campaign, as these case studies provided evidence and inspiration that the model of the campaign was sound, reinforcing the message that progress is possible if we each do our own little bit.

Even to get to the first step of following the End Racism This Generation campaign, someone would have to at least recognise that racism is a problem and be committed to finding out more about how to tackle it. Relative to the general public attitudes on race issues, this is already very engaged. From talking to passers-by in the street about racism at our Bristol pop-up shop, we identified several reasons why someone wouldn't even be ready to follow a campaign like End Racism This Generation.

The obvious reason is that someone actually holds racist attitudes. But we recorded many other attitudes that explain people's reluctance to engage – they may genuinely not realise that racism is a continuing problem in this country; they may recognise that it is a problem but believe that it will always be that way so there is no point campaigning; they may recognise the problem but not see themselves as playing any role in the solution; or they may be all too aware of the problem having experienced racism themselves and given up on trying to tackle because of they have felt the persistence of the problem over decades. This analysis was very useful for us to hone campaign messaging for different audiences, recognising that there are many steps in the “ladder of engagement” before someone is ready to get involved.

Although the total number of Champions was still relatively low at the end of May 2014, we think that it was still a significant achievement to build this level of commitment from these people for a campaign that was new.


4 Reach of the campaign

As one of the End Racism This Generation campaign's objectives was to raise awareness that racism and race inequality are still problems in the UK, the reach of our campaign communications are an important indicator of our success.

We have chosen to evaluate our reach using the number of times that campaign information was viewed as the indicator. It is important to clarify that this is not the same as the number of people who viewed our campaign communications, as it is likely that over time any one person saw multiple blogs, Tweets or web pages.

The specific information we used to measure calculate our reach was the number of page views for the End Racism This Generation campaign website (www.end-racism.org), the number of page vies for the race analysis blog site Race Card (www.racecard.org.uk), the total number of people who opened all the emails we sent our supporters through Mailchimp, the number of views of our Storify pages, the number of views of our Buzzfeed, the number of views of all of the different online films we produced, the number of people who opened newsletters from other organisations featuring the campaign, the estimated impressions from each of our media hits and the reach data from our Facebook page (www.facebook.com/runnymedetrust) and Twitter account (@EndRacismUK).

In June 2013, we score 1 out of 10. By the end of November 2013, we had reached 2.6 million, so on the scale of the Campaign Progress Wheel we score 6 out of 10. By the end of May 2014, we had reached 6.6 million, so we score 8 out of 10.

The scales on the Campaign Progress Wheel were designed with a three year campaign in mind, with the expectation that the rate of growth would increase as the campaign progressed, because of the simultaneous increase in the number of followers on Twitter and people on our mailing lists: we expected that each time we would launch a new film or blog, we would have more people to tell and more people who would share it.

Traditional media coverage contributed significantly to the reach that we achieved. One initiative that helped us achieve this was the commissioning and release of some attitudinal research, in which we surveyed adults from different ethnic groups across England and Wales about their attitudes to race and racism, and their ideas about the solutions. We launched the most hard-hitting statistics as a package of




http://www.end-racism.org/


http://www.facebook.com/runnymedetrust

content around the launch of the campaign in September 2013: three out of five people from minority ethnic groups fear that discrimination will affect their chances in education, training, business or employment; and that nearly two thirds of Black Africans are worried about being attacked. This secured us regional radio interviews on eight different stations. In the following months, we released more of this attitudinal data, which got campaign messaging into a BBC story about discrimination within private housing, into the Independent with a story about the media reinforcing racial stereotypes and into TES with a story about how schools need to explore the underlying issues of racism.

Another factor in securing media coverage was being available for comment at the moment when a big story broke. In May 2014, when a British Social Attitudes Survey indicated that racial prejudice may actually be increasing, our Acting Director bridged from Runnymede’s comment on the survey to End Racism This Generation campaign messaging, including in an interview with Sky News and in an opinion editorial in the Daily Mirror.

Social media was hugely important to enable the campaign to achieve its reach, with Twitter making the biggest contribution. There were several moments of particularly impressive reach over Twitter, which accordingly led to a growth in followers. One was the launch of the campaign, for which we set up a Thunderclap, a tool which allows the gathering of Tweets in advance, then releases them all together at one moment. Frankie Boyle retweeted the promotional Tweet for the Thunderclap to 1.5 million people. Another moment was our Twitter Takeover in December 2013, with the Race Equality Minister Stephen Williams. Stephen Williams logged in temporarily to our @EndRacismUK Twitter account, and answered questions from race equality activists. We captured this interview in a Storify, which was also widely shared. A third moment that gave us excellent reach was our online discussion about how local government can tackle racism, with the Guardian Local Government Network. Fourthly, when we Tweeted our media coverage in TES, TES retweeted this to over 90,000 followers. Also very effective were our participatory youth events, delivered with theatre and film company The Red Room, that took place in May 2014. Participants were encouraged to live Tweet during the events, with the Tweets projected on a screen in the venue. As these examples show, a critical factor to success in achieving wide online reach was working in partnership, which gave us access to large networks of new audiences.

Access to these networks was particularly important for Runnymede running this campaign: a small, London-based organisation with research and policy analysis as its traditional core work, embarking on an ambitious public outreach campaign.

While it was a challenge to build an online presence for the campaign from scratch, this also brought with it the freedom to trial different tones of voice and types of content online, from a thoughtful film exploring the racial and gender stereotyping within the visual arts, to a tongue-in-cheek Buzzfeed about everyday words and phrases that reinforce racism. This flexibility of approach helped the campaign to achieve reach to different audiences at different times. Many of our social media outputs were not listed as official planned activities in the European Commission grant agreement but we judged that these were the most effective way to achieve reach.

The frequent and regular production of fresh content was essential for us to steadily grow our reach during the course of the year. The launch of the site Race Card (www.racecard.org.uk) was incredibly helpful for this. We sourced blogs from a range of contributors, including race equality activists, academics and politicians. The most widely shared blog was “Hooked on Arab Stereotypes” by Joseph Willits at the Council for Arab-British Understanding, which was read 1850 times and shared over social media over 200 times.

To structure our communications, we developed a messaging framework before the launch of the campaign, capturing the key messages of the problems and solutions of racism, and all of the existing evidence, from Runnymede and elsewhere, backing up these messages. This was a very important tool


to ensure that we weren't just pushing information at random through our channels, but that everything was linked and contributed to the narrative of the campaign.

We should recognise that simply counting the number of people who view content is a blunt measure, when the End Racism This Generation campaign was not just trying to generally raise public awareness of race inequality, but also specifically within the sectors of local government, business, education and health, and specifically within age, sexuality, gender, religion and disability movements. Sometimes it wasn't the high numbers reached with content that mattered, but that we managed to get tailored messaging to exactly the right audience. For example, Age UK circulated our film about the impacts of dementia on older people from minority ethnic groups to their networks and the Guardian sent information about best practice sharing on action to tackle race inequality to their network of 10,000 local government professionals.

3 Evidence of change

Pledges, reach and partnerships are indicators of the success of this campaign. But most importantly, we want to know whether all of this activity – events, discussions, the circulation of messaging and the dissemination of films - actually contributed to any real-life impact.

The pledges for action are an important place to start to analyse our impact. But we need to remember that even if someone pledges to take action, they won’t necessarily actually do it! The pledge is only a promise. For this reason, the communications with our pledgers were crucial, following up, connecting them with like-minded people, reminding them of their pledge and re-asserting the messages that had inspired them to pledge in the first place.

Impact would not just be limited to actions made through pledges, as we would expect to see attitude and behaviour change after people engaged with a campaign resource or attended an event.

We have gathered evidence of change in a variety of ways:

When we launched our case studies to our email lists, we asked people to share with us their own stories of change.

We asked people to fill in evaluation forms at events.

We sent emails to our partners specifically asking how being involved with the campaign made a difference.

We gathered other stories of impact on an ad hoc basis in person, over social media and by email.

We scored ourselves on the campaign dial based on the number of stories of change and also the depth of the change – whether it was on an individual level, an organisational level or an interconnected network or web level. By November we had gathered just three stories of change – one web level and two organisational level, so we scored 2 out of 10. By May 2014, we had gathered 27 stories of change – seven web level, eight organisational level and twelve individual level, so we scored 5 out of 10. Some examples of impact evidence are below: Interconnected, web level:




“Race Council Cymru was invited to support this campaign by establishing a steering committee in Wales to lead on the campaign. As a result of this campaign, local authorities have signed up to the campaign and gave us a platform to support the End Racism initiative in Wales. The campaign has brought a lot of focus on race equality and opportunities to take individual and organisational responsibility for ending racism. Thanks very much and know that you've empowered us to pick up the baton for Wales.”

"I work for a local charity based in Hertfordshire. My role is to work and support BME communities across two districts (Broxbourne and East Herts), identify their needs, make links with local stakeholders, empower local individuals and most importantly build real bridges, create effective partnership, promote equality and challenge prejudice. Being involved in the campaign helped me to work with similarly minded organisations, look at the issue of racism locally and think collectively about ways of addressing it. As a result we have delivered number of events and initiatives in the Borough of Broxbourne, we have worked with local newspaper and we are hoping that the campaign has helped to change, at least in some case, people’s perception on racism.”

“Being involved has brought the issue back to being a live priority again. Thank you. It's helped garner and re- energised those I have engaged with.”

“After realising that kids in rural Derbyshire risked not understanding what multi-ethnic Britain really looks like, I pledged to ask my local library to increase the number of books for young people with stories from different races and religions. It worked! The library did get new stock in!”

Organisational level:

“I chair the City Council's Equality Commission, which is part of the scrutiny procedure to appraise the council's policies regarding equalities. The Commission invites people from across communities to advocate for protected characteristics. I found that the blog I wrote for the End Racism This Generation campaign, about the current state of race inequality in Nottingham, really shifted the level of the debate in these meetings. It seemed that many people operating at a local government level didn't actually understand that we're not starting with a level playing field on race equality. Having an independent platform and channel to write these messages really helped spread the word about this.”

“Being part of the End Racism This Generation campaign has helped give the School of Social Science students and staff a sense of their own identity. This is the first campaign we have ever taken up and linked in with the academic study of racism and discrimination. It has been an invaluable way of giving the students a clear idea of how what they learn translates into active participation in the challenge to inequalities. Thanks.”

“Working in a university environment, it can sometimes be difficult to reach audiences beyond academia, so it was a wonderful experience to work with Runnymede on this project. The End Racism This Generation campaign has given a fresh impetus for people to use and promote our race equality educational materials.”

"End Racism has helped us make connections, prioritise a deepening of our research, and focus on what is happening on our doorstep and the challenges that BME communities are facing. We are working on a diversity strategy and have some forthcoming events to understand how inclusive our programmes are and how to make them more accessible.”

“I found the Guardian online local government discussion really helpful. I’ve read the summary twice now and I’m asking myself questions about whether some of the initiatives highlighted could work for our council. Racism and other ‘isms’ and inequalities take on fresh guises and it’s good to have fresh ideas for addressing them, or new twists on old, tried and tested practices.”

Individual level:

“Hearing people's stories, narratives and opinions on the issue of racism has opened my eyes to what I can do, and will do.”

“As a white person who believes that we all bleed red, I wasn't expecting my own views to be challenged. I am pleased they have been - as everyday issues brought it home in a way I wasn't expecting. I am motivated now.”

“Being at an End Racism This Generation event put order into my thinking. It helped me recognise that there are three levels at which racism is experienced: forthright racist abuse/discrimination; institutional; and insidious (everyday) and that we need different approaches to challenge these different aspects.”

“Being involved in the campaign, including as a panelist at the "Race and Sex" event in February 2014 has been good to raise awareness of my academic work in this area. Platforms such as this campaign are extremely useful in helping to build academic profiles outside of academia, which is increasingly important for us in terms of our building "impact" into our research and scholarship. Working with the campaign has widened my network of colleagues also involved in this area.”

“Writing a blog for the End Racism This Generation campaign on racism in psychiatry and the mental health services has helped me to work out how best the message (that people caught up in the mental health services suffer from institutional racism) can be transmitted to the general public.”

“The event made me realise how important it is to challenge people's negative views of black people, including how people see me.”

“Meeting other race equality activists through End Racism This Generation reinvigorated my passion and resolve. I felt like I was part of something bigger and this made me braver.”

“Thanks for a very informative and engaging presentation on business planning, for minority ethnic groups. I will be following up contacts from your advice and hopefully 'drumming up' some business and getting my ideas and business plan together over the next months ahead.”

This selection of stories of evidence shows that the campaign did have impact, in a number of different ways. We have heard that the campaign had the effect of re-invigorating race equality networks and created opportunities for people across different organisations and sectors to work together on race equality. The campaign provided a platform for academic and professionals within specific sectors to get their message to a wider audience. Campaign events inspired and motivated people and increased their understanding of the nature of the problem of racism. The campaign pushed people to take part in actions they wouldn’t have otherwise.

Although the numbers of these examples of impact aren’t enormous, it is very encouraging that to see this evidence of impact even in the first year of campaign. If the campaign had continued for the planned three years, this would have continued to grow. Based on the campaign’s model of best practice sharing, we would expect that the more stories of impact we gathered and shared, the more people would share more stories, so we would see the evidence mounting as the campaign progressed.

6. Events

From June 2013 to May 2014, we delivered over 35 events for the End Racism This Generation campaign. These events included Advisory Group meetings, national and local campaign launches, workshops at other organisations' events, local events that took place as part of our pop-up shops, sector-specific workshops (health, education, business and local government), debates, online events and participatory open platform youth events.

Our events – whether online or offline – aimed to increase people's understanding of race inequality. And crucially, through the events we wanted participants to pledge an action in their own lives, workplace or community to help end racism. With this in mind, we set our evaluation criteria for our events as the percentage of participants attending an event who pledged for the campaign.

The events which fell slightly outside if these objectives were those events we organised for the purpose of giving people from minority ethnic groups priority access to services or advice. The small business start-up surgeries and online advice delivered by Natwest in partnership with the End Racism This Generation campaign fell into this category.

At the end of November 2013 and also by the end of May 2014, the average percentage of people pledging at our events was around 40%. So while we achieved a significant proportion even a few months into the campaign, we didn't actually improve on this as the campaign progressed.

The events at which we achieved the highest percentage of people signing up for the campaign were those where the running order of the event was designed to include enough time to explore ideas about racism and to develop a narrative to be developed of the role of individuals in tackling racism. We found that suggesting some pledges targeted to the specific audience was a useful approach, for example pledges relating to action on campus to students or about recognising unconscious bias to trainee teachers. Handing out forms with some multiple choice options for their pledge also seemed to make it easier for people to take action. Predictably, where there was a dedicated timeslot at an event for people to fill in pledge forms, this also increased the likelihood of someone pledging for the campaign.




We did not do particularly well at converting participants in our online events to pledge. As discussed in the previous sections about pledges, we believe this to be because of the nature of the pledge as a fairly “high bar” action that requires the pledger to do a certain amount of analysis about what their own influence could be. This does not fit well with the fast-paced, click-intensive online environment. It is far more difficult to create a quiet minute for people to think about their pledge in an online event than an offline event. Based on trends of online behaviour, it is very likely that people participating in our online events were engaging with multiple windows and tasks at the same time as opposed to giving our event their undivided attention. With this in mind, some form of instant sign up to the campaign, could have dramatically increased the proportion of people we captured from our online events.

We observed that our End Racism campaign events, irrespective of the exact angle or subject of the event, often elicited much sharing of personal experiences of racism from people from minority ethnic groups. This testimony was emotional and demonstrated the damage caused by ongoing racism in our society and the lack of recognition for this pain in most other public spaces. Sensitive facilitation is clearly essential at any event tackling issues such as racism.

It is worth reflecting whether the campaign was over-reliant on events as a campaign tactic, given how resource-intensive it can be to organise and promote an event effectively.

Facilitated in an effective manner, events provide an opportunity for sharing of ideas between experienced race equality activists, people who have direct experience of racism, people who have a superficial knowledge of race issues and people who may even deny that racism is a problem. Data from our evaluation forms showed that people were introduced to new ideas and did feel more equipped to tackle racism following our events.

We often had slightly different objectives for different groups at the same event. For example, we wanted our events to have the effect of re-energising and re-connecting existing race equality activists, while also increasing the knowledge and understanding of people who were newer to the issue. This requires careful design of an event, and its audience, to ensure the right balance of a) exploration and affirmation that racism is a serious problem, with b) inspiration about what is working and what can be achieved to tackle it.

One challenge in trying to assemble the balance of audiences described above is how to market and promote an event so that it appears attractive to both people deeply engaged with issues of race (often likely to be a minority ethnic audience) and a less aware audience (perhaps more likely to be White). We found that linking events with the arts and spoken word, as we did with our participatory youth events, and linking race with issues that were very prominent in popular culture debate, as we did with our “Race and Sex” debate, worked well to reach out to a less engaged audience.

We recognised through the campaign that to bring more young people into the race equality movement, there needs to be particular space and initiatives that involve them and engage them. Occasionally at campaign events, some the older race equality activists expressed frustration that younger people didn’t seem to understand the issues or engage deeply enough with them. But of course, an environment with this atmosphere is unlikely to bring more young people into the movement. This dynamic underlines the need for youth-led activities.

Promotion and marketing for our campaign events worked best when we worked in partnership, giving us instant access to existing networks and platforms. For example:

we were invited to give a workshop at Locality's annual conference, connecting us with an audience of community-based organisations

we introduced trainee teachers at London Southbank University to the campaign as part of their equality lecture series

we jointly organised our online debate about how local councils can tackle racism in partnership with the Guardian's local government network.

Our events added most value to the broader campaign when they created a buzz around the event beyond the room and that day. We achieved this through, for example, capturing our debate in Wolverhampton in a short film, or encouraging live tweeting from our participatory youth events, or capturing our Twitter discussion with the Race Equality Minister Stephen Williams in a Storify.

Regarding the geographical distribution of events in cities and towns across the country, we may have been more effective if we had focused on a fewer number of places, with a series of events in one place, allowing the development of deeper and more strategic engagement with the local race equality sector and with local businesses, teachers, local government officials and health professionals. Local race equality organisations and other partners were very supportive and helped us to deliver events, but we risked criticism of being a London organisation that “swooped” in and left, rather than developing more meaningful relationships and action. Having said this, some organisations did comment that the End Racism This Generation campaign event had provided the spark for further local anti-racism activity to continue after the event.

In conclusion, given the nature of the campaign and its aim to change attitudes on an issue as complicated and emotive as racism, events do seem to be appropriate tools as they do provide the opportunity to dig deep and explore the issue properly.

7 Depth of engagement with organisations

As with measuring the depth of engagement with individuals, we also categorised organisations, this time as:

a) observing or following; b) engaging, endorsing or facilitating or c) partners or champions.

Category Example of what the person has done

Observing/Following Organisation attends an event

Engaged/Endorsing/Facilitating Organisation pledges, shares best practice or hosts an event in partnership with the End Racism This Generation campaign.

Owning/Partner Organisation leads a programme of activities for the campaign, and/or budgets or even fundraises to meet campaign objective.

Compared with the individuals, the pattern of engagement with organisational partners was that we tended to be less of a difference between the number of organisations following or observing us and the number engaged.

In June 2013, we had 10 organisations observing or following us, and none engaged or champions so we scored 3 out of 10, by November 2013, we had 160 organisations following us, 128 engaged and 3 partner organisations so we scored 5 out of 10 and by May 2014, we had 304 organisations following us, 158 engaged and 9 partners so we scored 5 out of 10.




We had several extremely important partners, including:

Locality, the network of community-based organisations. Locality gave us access to their network, through blogs and newsletters, and also by inviting us on multiple occasions to speak at conferences and workshops.

B3 Living (a large social housing provider in Broxbourne) and CVS Broxbourne (Community Voluntary Services in Broxbourne) led a local End Racism This Generation campaign in Hertfordshire, bringing together groups across the voluntary, public and private sector. B3 Living also contributed financially to the campaign.

The Red Room, a theatre and events company, worked in partnership with the End Racism This Generation campaign to deliver our participatory youth events, including making a significant in-kind financial contribution.

Working in partnership was absolutely crucial for Runnymede running the End Racism This Generation campaign. Working with Locality, B3 Living and CVS Broxbourne gave the organisation the opportunity for much greater community-level outreach. As mentioned in the previous “Events” section, this access was particularly important because of Runnymede’s characteristic as a small, London-based organisation with research and policy analysis as its traditional core work, embarking on an ambitious public outreach campaign.

Given that Runnymede wasn’t naturally well-placed to run a campaign of this kind, it may have made sense to in more of a formal coalition with other race equality organisations with local structures around the country.

Many of the relationships formed during the course of the year of the campaign were developed in a fairly operational manner, with the campaign team approaching organisations suggesting co-operation on a specific initiative. The campaign could have benefited from a more strategic approach to partnerships, with more agreements about how to work together made at a senior management level. For example, we worked on quite an ad hoc basic with gender, age, sexuality and religious organisations to explore the intersectionality of different types of discrimination. This co-operation mainly focused on the production and dissemination of the short films we produced about intersectionality. With more resources and more time to develop the campaign, we could have made more of this, with plans made about how joint work could fulfil shared objectives between the organisations.

8 Pledges from organisations

As with pledges from individuals, pledges from organisations were rated as “Gold”, “Silver” or “Bronze”, based on the strategic significance of the goal of the pledge and the strategic influence of the organisation.

Examples of Gold, Silver and Bronze pledges from organisations are shown below:

BRONZE PLEDGE SILVER PLEDGE GOLD PLEDGE

“The Workers Educational Association will spread the word about the End Racism this Generation campaign through our networks both internally and externally.”

“Barnardo's will strive to ensure that every level of our workforce from the Board of Trustees to senior management, staff and volunteers is representative of Black staff. We will work with our staff to embed a culture of zero tolerance to racism and make sure that our staff have the skills and cultural competence to recognise and challenge racism.”

“As a research funder, Joseph Rowntrree Foundation will publish at least five reports in the next year which examine ethnicity as a key factor affecting poverty”

We collected around half as many organisation pledges relative to individual pledges by the end of May 2014: 140 in total. The proportion of gold and silver pledges relative to bronze pledges was slightly higher for organisations compared to individuals.

We found that the process of drafting a pledge for an organisation could require even more reflection and time for an organisation than an individual, because of the need to discuss the commitment internally and win support from internal decision-makers. Even requesting a pledge from an organisation required a certain amount of to-and-fro to make sure that we were contacting the right person.

However, the higher proportion of strategically significant pledges for the organisation is probably a reflection that the internal discussion that went on within an organisation developing a pledge tended to lead to the pledge being more meaningful.




As with individual pledges, it worked well to suggest a specific pledge to an organisation, tailored to its area of work. But the campaign team found that due to limited capacity, we weren't able to proactively approach target organisations to invite them to pledge for the campaign to the extent that we would have liked.

A preferable model to efficiently gather pledges from organisations could have been to focus a period of time on one of our target sectors, for example, education. We could have set the goal to get, for example, 100 schools to pledge for the campaign in a six month period of time, and could have targeted all of our campaign communications, from the launch of our survey results, to case studies, to online events, to social media work, on this specific goal. This would have allowed the development of much more best practice sharing between schools, with early pledgers, for example Sir George Monoux college in Walthamstow leading by example to other schools.

As it was, the resources of the campaign team were thinly stretched across several target sectors: youth/education; business; health and local government, with local events also planned during the course of the year in Bristol, Wolverhampton, Nottingham, Coventry, Leeds, Ipswich, Birmingham and Cardiff. This meant that it was impossible to implement a thorough and strategic “pledge drive” so we were instead asking organisations to pledge on more of an ad hoc basis, or where someone with the authority to make a pledge on the behalf of their organisation attended one of our events.

As with the individual pledges, a much longer campaign would be recommended in order to gather more pledges, be able to re-engage more with organisations who pledged to encourage them to increase the strategic significance of their pledges, and bring more similar organisations together to learn from each other about what works in their sectors to tackle racism.

4) CONCLUSION, LEARNING AND RECOMMENDATIONS The End Racism This Generation campaign was launched publicly in September 2013 and ran until the end of May 2014. This was an important time to push anti-racist messaging, because of a rising anti-immigrant rhetoric in the months leading up to the 2014 European elections. This took place against a backdrop of reduced funding and political focus on race equality work following the change in government in 2010. The campaign achieved impressive reach – with people seeing campaign messaging over 6 million times – and built a supporter base of nearly 20,000 individuals and nearly 500 organisations. The campaign successfully created spaces for discussion of racism. Because of the personal and complicated nature of the issue, we found that events which provided a safe space and a significant amount of time to unpick ideas and exchange a range of views and perspectives were needed to achieve meaningful discussion. Data from evaluation forms demonstrates that the End Racism events had potential to achieve some attitude shift, not necessarily in terms of radically changing someone’s views from racist to anti-racist, but rather in increasing people’s understanding of the scale and persistent nature of the problem of racism, and also increasing people’s comprehension of the idea that structural racism can operate at many levels of someone’s life. The launch of the Race Card blog site was another appropriate tool for such a campaign as it enabled the exploration of race issues in depth from different perspectives, as well as providing a steady stream of fresh content that facilitated a steady growth in followers and reach. The campaign successfully connected different race equality actors together and provided opportunities for sharing and learning. For example, over 60% of participants of our youth events reported having made connections that would be useful in their subsequent anti-racist work. We connected grassroots activists with people in positions of influence, whether this was including activists alongside politicians in traditional panel discussions, inviting people to take part in an alternative model of participatory forum debate, or connecting activists with the Race Equality Minister through our online Twitter Takeover event. The campaign gave a platform for the promotion of existing race equality resources, including Runnymede’s own evidence based research, other academic work and educational resources. It also created opportunities for the sharing of best practice about tackling racism within different sectors, for example at events specifically for local government professionals, health professionals or trainee teachers, as well as offering targeted support to people from minority ethnic backgrounds through small business start-up surgeries delivered through the campaign’s partnerships with Natwest. Through the campaign, Runnymede tried to start conversations about the intersectionality between different types of discrimination. The period of the campaign coincided with an increasing discussion of the idea of intersectionality beyond black feminism circles and into the “mainstream” feminist movement, and Runnymede was able to contribute to this momentum through the production of a film “When sexism and racism collide” and through an event of the same name in Bristol and an event exploring the racist stererotypes around sexual desire called “Race and Sex” in Manchester. On issues of racism interacting with homophobia, dementia, Islamophobia and age, these discussions are less advanced within White-dominated groups and the campaign was able to use Runnymede’s networks and connections to further these ideas.

The growing number of pledges, and the emergence of a significant number of pledges of strategic significance indicate that the campaign pushed people to commit to action that they wouldn’t otherwise have done. We collected some inspiring stories from people and organisations confirming that the campaign had real-life impact. And although the number of stories of actual real-life change was not huge, the fact that we did collect some of these in the first year indicates that the pledge as a tool is effective. Overall, the analysis of the first year of the campaign paints a picture of a programme of work with huge potential cut short. The time period for a campaign with the goal of attitude and behaviour change and with such broad scope would need to be at least three years if not more. In contrast, while the year of funded activities was June 2013 to May 2014, the public launch of the campaign was only in September 2013. In addition, an organisational restructure at Runnymede in the early months of 2014 stalled some campaign activities. Thinking about your own pledge and crafting it according to your individual or organisational context was an appropriate action, given that psychological commitment and practical action at all levels is necessary to end racism. However the pledge as a campaign action proved to be quite “high bar”, which made it most effective at events where the action-taking was framed within a discussion, or in one-to-one discussions between organisations and the campaign team. This limited the growth in the numbers and meant that online spread of the pledge tool was minimal. An online button saying “I want to help end racism” to instantly capture the email addresses of interested supporters would have been useful. These people could then have received structured and inspiring email communications urging them and supporting them to make a pledge. The campaign sparked conversations about intersectionality with other equality NGOs and initiated discussion about race equality within the business, education, health and local government sectors. However trying to cover this range of issues and cover many different geographic locations across England and Wales led to somewhat of a lack of focus for the campaign. The limited time and resources for each of these areas limited the depth of the analysis, investigation and alliances that could be developed about each topic and in each geographical area. Runnymede worked effectively in partnership for the delivery of the campaign, which was crucial given a certain mismatch between the hugely ambitious scope of the campaign with the size of the organisation and our lack of local outreach structures. The campaign could have benefited from an even more strategic approach to partnership, with more agreements made early on in the campaign at a senior management level between Runnymede and other organisations. More formal partnerships between Runnymede and other national race equality organisations may well have strengthened the campaign. More formal partnerships between Runnymede and other equality NGOs could have led to more substantive work on intersectionality as opposed to just beginning conversations through the production of films. With these learnings in mind, we also make the following recommendations for any subsequent campaigns similar to End Racism This Generation:

Regional and local events should be designed with the aim of a legacy of increased anti-racism activity in that area, which may point to a model of several events and activities in one place as opposed to a scattergun approach of one event in lots of different places.

For a campaign so reliant on inspiring action from other organisations, and one dependent on connections and networks with local race equality organisations, the idea of empowering and supporting those organisations should underpin the campaign strategy. The design of campaign activities for a campaign like End Racism This Generation should have be informed by what these local race equality organisations say will best support them. If a campaign is grant funded, this scoping activity should be included in the application.

Changing attitudes on racism can be achieved through creating interactions between people who understand the issue in depth and people who don’t. Campaign activities should be designed to enable these interactions to happen.

Anti-racist events should have clearly defined objectives, with recognition that different audiences may want something different from an event about racism. If the objective of the event is to teach people who are new to race issues more about them, then this may put more experienced race equality activists in the role of “expert”. This needs to be made clear to these experts, and it may be appropriate to pay for this expertise. Otherwise, it can be draining for experienced race equality activists to always be in the role of explaining or even justifying the existence of racism. Events should invigorate existing activists as well as teaching new activists about the issues.

There needs to be careful consideration to the campaign action a participant to an event will be asked to take and how equipped they will be to do so as a result of the event.

Anti-racism campaigning should include youth-led activities which are built on the recognition that the lived experience of minority ethnic young people is valid, even if that experience and understanding is not the same as that of older race equality activists.

Wherever possible, outputs should be created from the event to share with an audience beyond the participants of the event itself

Partnerships that connect a campaign with networks of the target audience are extremely valuable

To deliver a three-year campaign of such ambitious scope, a much more sustainable funding model would be needed from the beginning. In order to make the funding model for a similar campaign less precarious, it could be possible to split elements of the campaign into different broad activities, like public awareness raising, service delivery and policy or advocacy work and apply for smaller grants from different grant-making bodies to spread the risk of not getting grants more evenly

A piece of work that would hugely benefit Runnymede and the wider race equality sector would be some focus group research exploring in depth how different audiences respond to different types of messaging about race and racism. For example, is it helpful to share stats about high BME youth unemployment with minority ethnic youths, or is this disempowering? Is it inspiring to share stories of best practice with existing race equality activists? This research could also explore which communication techniques are most effective - for example personal stories, case studies of best practice, statistics or films.

Even if Runnymede does not run a similar campaign in the future, this learning is still relevant to the organisation. Research-focused projects from Runnymede will have more impact if they are developed with specific change objectives for a specific target audience in mind from the beginning. This will enable the use of communications techniques inspired from the End Racism This Generation campaign which can achieve the reach and engagement necessary to achieve the change. Runnymede would like to deeply thank all of the individuals and organisations who supported the End Racism This Generation campaign, whether you contributed by pledging and delivering actions, sharing information with your networks or by hosting and attending events.

Developed by Stephen Quashie

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Contents

Acknowledgements .............................................................................................................................................................................................. 3

Campaign Progress Wheel Explained .................................................................................................................................................................. 4

Stages in the Campaign Progress Circle .............................................................................................................................................................. 6

Stages in the Campaign Progress Circle .............................................................................................................................................................. 7

Aspect spokes...................................................................................................................................................................................................... 8

Campaign Progress Circle Full Size Picture ......................................................................................................................................................... 9

1 Campaign Management .................................................................................................................................................................................. 11

2 Individual pledges ........................................................................................................................................................................................... 12

Individual Strategic Pledge Matrix ...................................................................................................................................................................... 13

3 Individual engagement .................................................................................................................................................................................... 14

Individual Engagement Pyramid ......................................................................................................................................................................... 15

4 Reach ............................................................................................................................................................................................................. 16

5 Evidence of change......................................................................................................................................................................................... 17

6 Events ............................................................................................................................................................................................................. 18

7 Organisation engagement ............................................................................................................................................................................... 19

Organisation Engagement Pyramid .................................................................................................................................................................... 20

8 Organisation pledges ...................................................................................................................................................................................... 21

Individual Strategic Pledge Matrix ...................................................................................................................................................................... 22

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Acknowledgements

This tool has been developed for Runnymede Trust’s End Racism This Generation campaign by: Stephen Quashie – Quashie Consulting Rose Hall - Runnymede Trust For further information on the Campaign Progress Wheel, contact Quashie Consulting at info@quashieconsulting © 2014 Campaign Progress Wheel by Quashie Consulting is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License. For more information about Creative Commons visit: www.creativecommons.org.uk.

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Campaign Progress Wheel Explained

What does the Campaign Progess Wheel do?

Capturing and presenting data for campaigns is difficult, especially if you want to gain an overall view of how well a campaign is functioning across time

The Campaign Progress Wheel:

z gives an all round picture of how your campaign is progressing.

z recognises that any campaign might progress faster in some areas than others

z encourages a consistent approached to collecting and collating data

z gives a picture of how the a campaign is progressing over time

z becomes even more powerfull if you use a similar approach to evidencing the impact of your campaigning.

z Why was the Campaign Progress Wheel developed The Campaign Progress Wheel was developed to meet the needs of the ‘End Racism This Genreation’ campaign - run by the Runnymede trust. This ambitious campaign had far-reaching potential impact. The potential scope of the campaign - and the fact that the campaign aimed to stimulate organisations and individuals to intiate their own campaign activity - required a fresh approach to evidening the progress of the campaign.

This mind map unpacks the issues the spokes in the circles represents.

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How does the Campaign Progress Wheel Work?

The Campaign Progess Wheel is comprised of eight spokes, each representing a different category of the End Racism This Generation campaign that required evaluation.

This enables you to:

z make a judgment of how far you have progressed in an aspect of your campaign.

z gather and collate relevant evidence to show that you are at that stage.

z analyse how different aspects of your campaing effect each other.

The Campaign Progress Wheel allows you to track multiple readings. This diagram shows two readings, and then the progress made between those two. You can decide the best time frames to use depending on the scale and the scope of the campaign you are running. For the End Racism This Generation campaign, we took a reading in June 2013, November 2013 and May 2014.

Health warning: Campaigns can grow and contract this can be for many different reasons and it does not automatically reflect on the management or the effectiveness of the campaign

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Stages in the Campaign Progress Circle

Campaigns normally develop in stages and these stages can be used to frame how a campaign makes progress across time. The descriptors set under these headings give a picture of how that aspect of the campaign would look at that stage. The table below shows the stages that are used to frame progress in this tool.

Often campaign stages are shown in a linear journey as in the picture above where campaigns move forward form one stage to the

next. Other approaches place campaign stages in a cycle where the stages go round in a cyclical fashion. (For both of these approaches to work you would probably need additional stages to the ones represented here.) Campaigns often don’t work as straight forwardly as many of the theories might suggest. There will most probably cycles that you can identify in a long running campaign but they are unlikely to be uniform and the stages in the cycles might not repeat in a strict sequence.

Stages Descriptor headings

headings expanded

1-2 assembling bringing the core campaign together team and key stakeholders; aims and content

3-4 connecting reaching out to those who are already aware

5-6 consolidating securing participation growing ownership

7-8 performing participants invested in actively recruiting to the campaign

9-10 escalating campaign is out in communities and society working beyond the resources of the campaign to manage

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Stages in the Campaign Progress Circle

The Campaign Progress Circle recognises that aspects of a campaign can move backwards as well as forwards the diagram (to the left) re-expresses these stages as if a campaign was coming to an end. A campaign going downwards in the scale might not necessarily be bad thing; it might be an appropriate response to events or a well-planned ending to a successful campaign.

Campaign Progress Circle captures this development across 8 areas turning what can seem to be a linear projection of campaign into a much richer understanding of the progress a campaign is making. In capturing a picture of change it makes no value judgement on what that change means either in the performance or the effectiveness of the campaign; those judgments are best made with some analysis. The analysis can explore the reasons and the context for the change and indicate whether that is a desirable or not. The tool is good at showing a clear picture of change within a campaign over time; making it easier to see and therefore understand that change holistically.

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Aspect spokes

There are eight spokes in the Campaign Progress Wheel. Each spoke captures a different category of the ending racism campaign.

1 Campaign management 2 Pledges from Individuals 3 Depth of engagement of

Individuals 4 Reach

5 Evidence of change 6 Events 7 Depth of engagement of

Organisations 8 Pledges from Organisations

Each spoke has its own table on its own page. z Each spoke is configured differently using an approach that uses data

appropriate to that aspect of the campaign. z The descriptors give a picture of what that aspect will looks like at each

stage. z Many of the descriptors are number based. z The explanation of how each spoke works is found on the table z You assess the actual score 1 or 2 – 7 or 8 then you can plot it on the dial.

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Campaign Progress Circle Full Size Picture

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Campaign Management How well is the campaign managed?

explanation 1-2 3-4 5-6 7-8 9-10

assembling connecting consolidating preforming escalating

The ERTG campaign is effective and strong when all of the characteristics described in the escalating column are present the more characteristics the stronger the campaign

1 or 2 of the key points




9 or 10 of the points below:

Enough human resources to deliver the pre-planned campaign activities

Enough human resources to comfortably deliver all the pre-planned campaign activities, with leeway to also creatively seize opportunities as well

Funding secure for at least the next six months Fundraising on course to secure longer term funding Clear campaign plans in place for the next six months

or more Clear lines of responsibility in place so team members

know which work streams they are responsible for Efficient team processes for meetings, reviewing

progress towards milestones and information sharing Advisory group and youth advisory group are recruited Advisory group and youth advisory group are fully up

to do date about the campaign and engaging moderately with the campaign

Advisory group and youth advisory group are fully up to do date about the campaign and engaging proactively in the campaign

1

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Individual pledges How many individual pledges have been made?

explanation 1-2 3-4 5-6 7-8 9-10


Numbers of Red Amber or Green pledges using the Individual Strategic Pledge Matrix

B = 5

S = 1

G = 0

T = 6

B = 28

S = 9

G = 3

T = 40

B = 163

S = 60

G =.17

T = 240

B = 1020

S = 375

G = 105

T = 1500

B = 6460

S = 2375

G = 665

T = 9500

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Individual Strategic Pledge Matrix The matrix is used to evaluate the significance of the pledges. Each pledge is given a rating of “Bronze”, “Silver” or “Gold”:

To be rated “Gold”, the goal of the pledge has to be strategically significant, with the person pledging also in a role of significant influence.

To be rated “Bronze”, the pledge is personally rather than strategically significant and the person's role is of limited influence.

To be rated as “Silver”, either the person themselves is in a position of influence, or the pledge is of strategic significance, but not both.

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Individual engagement To what level has the campaign engaged individuals?

explanation 1-2 3-4 5-6 7-8 9-10


Capturing the level of engagement in the campaign by using the Individual Engagement Pyramid A: Observing, following B: Engaged, endorsing, recruiting C: Owning champions

A = 45

B = 5

C = 0

T = 50

A = 2225

B = 250

C = 25

T = 2500

A = 104103

B = 11700

C = 1170

T = 117,000

A = 5,073,000

B = 570,000

C = 57000

T = 5,700,000

A = 178,000,000

B = 20,000,000

C = 2,000,000

T = 200,000,000

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Individual Engagement Pyramid The pyramid is used to evaluate how much individuals engaged are with the campaign.

Level Individual Evidence

A z Observing, z Following

z Social media followers + reach

z Website hits z Media impressions

z Website traffic z Social media followers

B z Engaged, z Endorsing, z Recruiting

z Pledging z Spreading the word z Pitching in to help

z Regular commenting, replying to emails, retweeting

z Pledges

C z Owning, z Champions

z Multiple actions or pledges to support the campaign

z Budgeting and fundraising z Leading others to meet

the campaign objectives

z Public ambassadors of the campaign

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Reach How many times has the campaign information and communications been viewed?

explanation 1-2 3-4 5-6 7-8 9-10


The number of impressions generated by ERTG communications and information.

Simple numbers so all points are given.

1 = 10

2 = 80

3 = 700

4 = 6500

5 = 60,000

6 = 500,000

7 = 5,000,000

8 = 40,000,000

9 = 400,000,000

10 = 3,500,000,000

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Evidence of change How many stories, reports, and evidential examples of the difference made by the campaign have been captured?

explanation 1-2 3-4 5-6 7-8 9-10


Total number of stories of change and good practice at 3 levels 1 Individual 2 Organisational 3 Web level

I = 2

O = 1

W = 1

T = 4

I = 4

O = 2

W = 2

T =8

I = 30

O = 18

W = 12

T = 60

I = 125

O = 75

W = 50

T = 250

I = 500

O = 300

W = 200

T = 1000

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Events How effective have the events been in enabling participants to pledge ?

explanation 1-2 3-4 5-6 7-8 9-10


Percentage of event participants who pledge at the event

14% 28% 42% 56% 70%

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Organisation engagement To what level has the campaign engaged organisations?

explanation 1-2 3-4 5-6 7-8 9-10


Capturing the level of engagement in the campaign by using the Organisation Engagement Pyramid A: Observing, following B: Engaged, endorsing, facilitating C: Owning champions

A = 1

B = 7

C = 0

T = 8

A = 7

B = 40

C = 3

T = 50

A = 60

B = 320

C = 20

T = 400

A = 450

B = 2400

C = 150

T = 3000

A = 3075

B = 16,400

C = 1025

T = 20,500

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20

Organisation Engagement Pyramid The pyramid is used to evaluate how much individuals engaged are with the campaign

Level Organisation Evidence

A z Observing,

Following z Attending the odd event where

the campaign has a presence z Following on social media

z Numbers of participants at events

z Website hits

B z Engaged, z Endorsing, z Facilitating

z Drafting a pledge through organisation decision-making processes

z Looking at best practice from similar organisations

z Making a pledge z Implementing a pledge z Sharing learning z Creating, hosting or tailoring

events in partnership with ERTG

z Requests for information and support

z Pledges

C z Partners, z Champions

z Multiple actions or pledges to support the campaign

z Budget and even fundraise to meet their objectives in the campaign

z Will contribute significant time and resources to work in partnership with Runnymede

z Leading sector-wide or geographical programmes developing and sharing learning, evidencing impact and advocating for the campaign

z Strategic level endorsements of the campaign

z Meetings with decision makers at the highest level

z Well evidenced publications and reports

21

Organisation pledges How many organisation pledges have been made?

explanation 1-2 3-4 5-6 7-8 9-10


Numbers of Bronze, Silver and Gold pledges using the Strategic Pledge Matrix

B = 3

S = 1

G = 1

T = 5

B = 17

S = 6

G = 2

T = 25

B = 74

S = 28

G = 8

T = 110

B = 369

S = 143

G = 38

T = 550

B = 1742

S = 676

G = 182

T = 2600

8

22

Organisation Strategic Pledge Matrix The matrix is used to evaluate the significance of the pledges. Each pledge is given a rating of “Bronze”, “Silver” or “Gold”:

To be rated “Gold”, the goal of the pledge has to be strategically significant, with the organisation pledging also in a place of significant influence.

To be rated “Bronze”, the pledge is limited to the organisation rather than strategically significant and the organisation has limited influence.

To be rated as “Silver”, either the organisation is in a position of influence, or the pledge is of strategic significance, but not both.

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