1. Team FNV WI Implementing a social marketing campaign within a collective impact framework
Erin Aagesen, MS, MPH FNV Campaign Coordinator/ Communications Specialist FoodWIse, UW-Extension
Kelli Stader, MPH, RD, CLS Nutrition Coordinator Chronic Disease Prevention Unit Wisconsin Division of Public Health

2. Collective Impact
A framework to tackle deeply entrenched social problems – “wicked problems”
A wicked problem is a social or cultural problem that is difficult or impossible to solve for as many as four reasons: incomplete or contradictory knowledge, the number of people and opinions involved, the large economic burden, and the interconnected nature of these problems with other problems. Poverty is linked with education, nutrition with poverty, the economy with nutrition, and so on. Sound like obesity?
The Collective Impact Framework is a structured approach to collaboration across government, business, philanthropy, non-profit organizations and citizens.
healthTIDE healthy retail team took the lead as the convener of FNV partners, convincing decision makers of the importance of a social marketing approach

3. Collective Impact
A group of actors from different sectors commit to a common agenda for solving a specific social problem. Priorities: common agenda, shared measurement, mutually-reinforcing activities, continuous communication. Communication and decision making: continuous, shared, non-linear, learn-as-we go, “moving at the speed of trust”

4. Social marketing
Uses marketing techniques to influence the voluntary behavior of target audience members for health benefit. Priorities: market research, clearly defined goals, highly targeted messaging, consistency, integration. Communication and decision making: top down, strong alignment at all levels.

5. FNV Campaign in Wisconsin

6. FNV Campaign in Wisconsin

7. Funding opportunities
Momentum growing for FNV idea ( )
Funders:
University of Wisconsin-Extension FoodWIse (SNAP-Ed)
Policy, systems and environmental change
Emphasis on larger grocers and grocery chains
Wisconsin Department of Health Services, Coordinated Chronic Disease Program (CDC 1305)
Strategy: “Increase access to healthy foods and beverages”
Intervention: “Provide access to healthier food retail”
Emphasis on c-stores
FoodWIse
FoodWIse needs to reach younger demographic, try innovative approaches
FNV identified as appropriate use of SNAP-ED funds at national meeting (Feb 2016)
DHS
The 1305 strategy that we’ve associated FNV with is “Increase access to healthy foods and beverages” and the intervention is “Provide access to healthier food retail”.  Our emphasis is on smaller stores and c-stores. The performance measures we are trying to impact include:
·         Number of small retail venues that sell healthier food options in underserved areas.
·         Number of adults, youth or families that access small retail venues offering healthier food options. (This one is the reach)
·         Percent of adults or youth who increase consumption of nutritious food and beverages.
·         Percentage of adults or youth who are overweight or obese.
CDC’s Four Domains – FNV is a strategy within Domain 2.

8. Alignment of interests
FoodWIse desires to reach younger audiences
SNAP-Ed (FoodWIse) funds can be used for FNV
Societal trend of online and social media
Wisconsin DHS identifies CDC 1305 funding for c-stores

9. Next steps FoodWIse takes lead on implementation (summer 2016)
Pilot communities identified (fall 2016)
Pilot communities begin recruiting retailers (Nov 2016)
Greater than 50% of population at or below 185% federal poverty level by census tract
Retailers with >$50,000 per month in SNAP sales
FNV campaign coordinator hired (Dec 2016)
Retail partners confirmed (Feb 2017)
Development of media plan (March 2017)
Campaign launch (April 2017)
Pilot community selection criteria SNAP-Ed criteria:
Greater than 50% of population at or below 185% federal poverty level by census tract
Retailers with >$50,000 per month in SNAP sales
Opportunity to connect back to existing SNAP-Ed programming
Planned SNAP-Ed healthy food retail programming (via UW Extension) for FY16 and/or FY17
Community coalition criteria:
Existing robust nutrition, physical activity, obesity prevention coalition/network/efforts
Mid-size population market (in an effort to maximize funds)

10. FNV WI target population
Targets low-income millennials
Addresses common barriers:
Health literacy
goal of campaign is not “education”
highly visual / low text
Cultural relevance
appeals to millennials (messages & online format)
features racially diverse celebrities

11. Pilot communities and partners
Brown County FoodWIse
Live54218
Brown County
Eau Claire Healthy Communities, Chippewa Health Improvement Partnership, & Dunn County Nutrition Action Team
Eau Claire/Chippewa/Dunn County
La Crosse County FoodWIse
La Crosse County Health Department
La Crosse County

12. Retail partners Grassroots recruitment approach
Goal of strengthening local partnerships
Results:
30+ retail partners
10+ retail partners in each pilot community
Mix of retail chains, local stores and c-stores
New partnerships for future work

13. Relationship structure
Corporate partners
PHA
Healthy Food Retail Team
healthTIDE
Live54218
Eau Claire City-County Health Dept
Mayo Clinic Health System Northwest
La Crosse County Health Dept
Kwik Trip
SNAP-Ed
UW Extension
FoodWIse
Brown County FoodWIse
Eau Claire County FoodWIse
Dunn County FoodWIse
La Crosse County FoodWIse
CDC
Wisconsin DHS
APCO
Relationship structure
Multiple theories of change, communication priorities and decision making styles, including:
Collective impact
Social marketing
Government
Clinical healthcare
Corporate marketing
Collective impact A group of actors from different sectors commit to a common agenda for solving a specific social problem. Priorities: common agenda, shared measurement, mutually-reinforcing activities, continuous communication. Communication and decision making: continuous, shared, non-linear, learn-as-we go, “moving at the speed of trust”
Social marketing Uses marketing techniques to influence the voluntary behavior of target audience members for health benefit. Priorities: market research, clearly defined goals, highly targeted messaging, consistency, integration. Communication and decision making: top down, strong alignment at all levels.
Government programs Implements programs or projects for the benefit of citizens of a specific geography. Priorities: clearly defined objectives (but often achieved through collaborative processes), implementing to programs to fidelity, evaluation. Communication and decision making: Top-down for program objectives and priorities. Implementation often involves shared decision making, experimentation and collaboration.
Clinical health care The maintenance and improvement of health through the provision of medical services. Priorities: evidence-based medicine, accuracy, consistency, efficiency. Communication and decision making: top down, strong alignment at all levels.
Corporate marketing Uses marketing techniques to attract potential customers and reinforce organizational brand. Priorities: market research, clearly defined goals, highly targeted messaging, consistency, integration. Communication and decision making: top down, strong alignment at all levels.

14. Media plan April – October 2017 In-store (30+ stores) Out-of-home
Billboards (15+ billboards)
Digital (58K impressions)
Transit
Social and #FNVinWI

15. Implementation timeline
April 10-23: Pre-campaign evaluation
April 24: Billboards
May: Digital
Transit: June 1
In-store media: June 1
Activation events: June - July
Post-Campaign Evaluation: September 2017
Data collection and analysis: Fall 2017

16. Billboards

17. Digital

18. Transit

19. Retail

20. Social #FNVinWI

21. Activation events

22. Earned media

23. Evaluation plan
Partnering with researchers at the University of North Carolina – Chapel Hill
Align with SNAP-Ed evaluation framework
Sample indicators:
Awareness of campaign
Perception of campaign
Increased intention to purchase fruits and veggies
Increased fruit and vegetable sales
Increased fruit and vegetable consumption
Alice S. Ammerman DrPH Director, Center for Health Promotion and Disease Prevention Professor, Department of Nutrition Gillings School of Global Public Health and School of Medicine University of North Carolina at Chapel Hill Chapel Hill, NC Phone: (919) Website:
Molly De Marco, PhD MPH
Research Assistant Professor, Dept. of Nutrition, Gillings School of Global Public Health
Research Fellow and Project Director
Center for Health Promotion & Disease Prevention (a CDC Prevention Research Center)
University of North Carolina at Chapel Hill
1700 Martin Luther King Jr. Blvd., CB 7426, Chapel Hill, NC
T Visit us: 

24. Evaluation activities
Consumer pre- and post-test (online)
Healthy eating attitudes and behaviors
FNV brand awareness
# of media impressions
Social media and digital engagement rate
Sales data from retailers
Partnership evaluation
Case study of partnership

25. FNV opportunities Reach new audiences
Enhance public/private partnerships
Set up for other policy, systems and environmental change
Short term: Increase consumer demand for fruits and vegetables
Medium term: Changes in the retail environment that make the healthy choice the easy choice
Long term: Increased consumption of fruits and vegetables, better health outcomes

26. Lessons learned
We engaged in many exploratory discussions prior to and throughout implementation
How many retailers would be interested?
What are retailers’ needs?
How do decisions get made? Corporate or local?
What is capacity/interest in evaluation?
Other healthy eating initiatives?
“Moving at the speed of trust” project reflects many voices with differing priorities

27. Future plans Monitor pilot sites (spring/summer 2017)
Launch in Milwaukee (summer 2017)
Wisconsin State Fair
Farmers’ Market Activation Event
Media placements in transit, billboards and digital
Post-test evaluation (September 2017)
Pilot communities campaign end (November 2017)
Possible extension of campaign in pilot communities (November 2017 – beyond)

28. Thank you!