acacia research and learning forum tutorial 2
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Acacia Research and Learning Forum
Tutorial No.2 8th October 2009Dakar, Senegal
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Session outline
• 1400-1500 Storytelling • 1500-1515 Break • 1515-1600 6 lessons from our experience in, and
8 key steps, to influencing policy in complex contexts (45 min)
• 1600-1700 Presentation and use of the Alignment, Interest and Influence Matrix as a way to identify and prioritize our target audiences - 45 minutes (including
Q&A)
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Storytelling
• At your table and with your neighbour, describe a story about a policy process that you’ve been engaged with
• What was the context?• What was the aim of engagement?• What actions did the process involve?• What was the result of the actions?
[10 minutes]
• Switch roles – if you were listening you should now tell the story
[10 minutes]
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Storytelling
• Then coming together with the rest of the table, from your collective experience, identify key lessons for effective policy engagement.
• Write 1 lesson on 1 card• Identify about 6 lessons
– [20 min]
• Feedback– Each table to present two cards in turn
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RAPID OUTCOME MAPPING APPROACH (ROMA)
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The six lessons
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Identify the problem
Commission research
Analyse the results
Choose the best option
Establish the policy
Evaluation
Implement the policy
Policy makers do not...
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Monitoring and Evaluation
Agenda Setting
DecisionMaking
Policy Implementation
Policy Formulation
Policy processes are...
Civil Society
DonorsCabinet
Parliament
Ministries
Private Sector
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The six lessons
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Chronic Poverty in Uganda
1 Research often plays a minor role2
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Policy makers are…
• Speed
• Superficiality
• Spin
• Secrecy
• Scientific Ignorance
Vincent Cable – Lib. Democrat MP & Shadow Minister of FinanceMore at: www.odi.org.uk/RAPID/Meetings/Evidence
…practically incapable of using research-based evidence because of the 5 Ss…
1 Research often plays a minor role2
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Evidence
Experience & Expertise
Judgement
Resources
Values and Policy
Context
Habits & Tradition
Lobbyists & Pressure Groups
Pragmatics & Contingencies
There are many factors
Source: Phil Davies Impact to Insight Meeting, ODI, 2005
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Different notionsof evidence
•Colloquial (Contextual)
•Anything that seems reasonable
•Policy relevant
•Timely
•Clear Message
Policy Makers’ Evidence
Source: Phil Davies Impact to Insight Meeting, ODI, 2005
•‘Scientific’ (Context free)
•Proven empirically
•Theoretically driven
•As long as it takes
•Caveats and qualifications
Researchers’ Evidence
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The six lessons
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Health Care in Tanzania“The results of household disease surveys informed processes of health service reform which contributed to a 43 and 46 per cent reduction in infant mortality between 2000 and 2003 in two districts in rural Tanzania.”
TEHIP Project, Tanzania: www.idrc.ca/tehip
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The six lessons
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An analytical framework
The political context – political and economic structures and processes, culture, institutional pressures, incremental vs radical change etc.
The evidence – credibility, the degree it challenges received wisdom, research approaches and methodology, simplicity of the message, how it is packaged etc
External Influences Socio-economic and cultural influences, donor policies etc
The links between policyand research communities – networks, relationships, power, competing discourses, trust, knowledge etc.
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A practical framework
External Influences political context
evidencelinks
Politics and Policymaking
Media, Advocacy, Networking
Research, learning & thinking
Scientific information exchange & validation
Policy analysis, & research
Campaigning, Lobbying
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Applying the framework:ODI and the MDGs
External Influences political context
evidencelinks
Politics and Policymaking
Media, Advocacy, Networking
Research, learning & thinking
Political context:
• 2008 is just after mid-way point, so opportunity to analyse and refocus through UN-sponsored Call-to-Action• UK government, among other national governments and international actors, has strong political will towards progressing on MDGs• One reason for this political will is that many of the MDGs are off-track to meet targets•UN High-level event in September 2008
Evidence:Links:
• Side events at UN High-level Event on the MDGs in New York in September• Co-hosted with: Bangladesh MoEd, UNIFEM, Danish MoFA, UN, CPRC, Government of South Sudan, Global Call to Action Against Poverty, Millennium Campaign• Research based on collaboration with the CPRC (a consortium), work with the GAVI Alliance and Plan International
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The six lessons
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Policy and social entrepreneurs
Storytellers
Engineers
Networkers
Fixers
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The six lessons
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Conclusions
• focus more on policy than research• establish different incentives / culture• establish different systems• spend more on communications• engage with different actors• produce different products• be ready to seize unexpected policy
opportunities and move very fast
To improve impact you may need to:
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The steps
Start by defining your policy objectives –
constantly review them during the
process
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An analytical framework
The political context – political and economic structures and processes, culture, institutional pressures, incremental vs radical change etc.
The evidence – credibility, the degree it challenges received wisdom, research approaches and methodology, simplicity of the message, how it is packaged etc
External Influences Socio-economic and cultural influences, donor policies etc
The links between policyand research communities – networks, relationships, power, competing discourses, trust, knowledge etc.
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What you need to do
What need to know What need to do How to do it
Political Context:
Evidence
Links
• Who are the policymakers?• Is there demand for ideas?• What is the policy process?
• What is the current theory?• What are the narratives?• How divergent is it?
• Who are the stakeholders?• What networks exist?• Who are the connectors,
mavens and salesmen?
• Get to know the policymakers.• Identify friends and foes.• Prepare for policy opportunities. • Look out for policy windows.
• Work with them – seek commissions
• Strategic opportunism – prepare for known events + resources for others
• Establish credibility• Provide practical solutions• Establish legitimacy.• Present clear options• Use familiar narratives.
• Build a reputation• Action-research• Pilot projects to generate
legitimacy• Good communication
• Get to know the others• Work through existing
networks.• Build coalitions.• Build new policy networks.
• Build partnerships.• Identify key networkers,
mavens and salesmen.• Use informal contacts
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The importance of the policy cycle
Monitoring and Evaluation
Agenda Setting
DecisionMaking
Policy Implementation
Policy Formulation
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The importance of thepolicy cycle
Policy-makers use scientific information at various stages of the policy cycle
Jones, N. et al (2008) Political science? Strengthening science–policy dialogue in developing countries. ODI Working Paper 295.
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DFID Social Development Advisor
Ethiopia Employers Association
Head of PRSP Technical Committee in Min. of Finance &
Econ.
Head of Social & Labour Affairs, Congressional Standing Committee
UNICEF Economic Policy Advisor
Children & Youth Bureau Head, Ministry of Children & Youth
Children's Rights Club
Representative
Save the Children UK, Economic & Poverty Policy Officer
Policy Division Head, Ministry of Education
Kebele Women's Association Federation
Officer
Amhara School PTA
Representative
Amhara Regional State Budget Office Head
KeyType of flow
Expertise
Funding
Information
Lobbying
Regulations
Scrutiny
Social network analysis
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The AIIM tool
Develop enthusiasm to address topic
Learn in partnership
Develop awareness
and enthusiasm
Challenge existing beliefs
High
Gen
eral
leve
l of
alig
nmen
t Low
Low HighInterest in specific topic
1. Map actors on the matrix
2. Identify which are the most influential
3. Who do you work with directly?
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AIIM: some examples
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Types of policy objectivesDiscursive changes
Procedural changes
Content changes
Attitudinal changes
Behavioural changes
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Progress Markers
• A graduated set of statements describing a progression of changed behaviours in the boundary partner
• Describe changes in actions, activities and relationships leading to the ideal outcome
• Articulate the complexity of the change process
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Progress Markers
• Move from initial to more profound changes in behaviour
• Show transformation in a single boundary partner
• More informative than a single indicator
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Force Field Analysis
5*
3
?
?Total = ?
MEF
Time
?
?
Negative forces
4
1
2
?Total = ?
Funds
CSOs
Public demand
?
Positive forces
2
1
?
?
Your influence on the force
Plan:
Minister of Trade puts forward pro-poor trade and complementary policy programme to the cabinet by April 2008
4
2
2
?
Your influence on the force
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SWOT Analysis• What type of policy
influencing skills and capacities do we have?
• In what areas have our staff used them more effectively?
• Who are our strongest allies?
• When have they worked with us?
• Are there any windows of opportunity?
• What can affect our ability to influence policy?
Strengths Weaknesses
Opportunities Threats
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The Three StagesOUTCOME MAPPING:Building Learning and Reflection into Development ProgramsSarah Earl, Fred Carden, and Terry Smutylo
http://www.idrc.ca/en/ev-9330-201-1-DO_TOPIC.html
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For example:
Progress MarkersOpportunities and Threats timelinePolicy ObjectivesAIIMForce Field Analysis
For example:
Force Field AnalysisFor example:
Policy entrepreneur questionnaireSWOTInternal performance frameworks
For example:
Log Frame (flexible)Outcome MappingJournals or impact logsInternal monitoring tools
Start by defining your policy objectives –
constantly review them during the
process
For example:
•AIIM•Stakeholder analysis•Influence Mapping•Social Network Analysis•Force Field Analysis
For example:
Publications, public relationsMedia and eventsNegotiation and adviceDevelop a network or coalitionResearch
For example:
RAPID FrameworkDrivers of ChangePower AnalysisSWOTInfluence MappingForce Field Analysis
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Develop enthusiasm to address
topic
Learn in partnership
Develop awareness
and enthusiasm
Challenge existing beliefs
High
Gen
eral
leve
l of
alig
nmen
t Low
Low
HighInterest in specific topic
The AIIM Matrix
1 Identify the key actors2
1. Identify all stakeholders
2. Map them onto the alignment / interest matrix
3. Identify who has power
4. Identify who you can influence
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1 Identify the stakeholders
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2 Identify the challenge
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3 Identify the strategies
Develop a Community of Practice
Media, dissemination, information
Pilots and evaluations of projects
Tough!
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How to do it
1. List the key actors.
2. Locate them on the matrix.
3. Identify the most influential actors.
4. Identify the ones you can influence.
5. Map where you’d like them to be and what you could do to get them there.
6. Discussion:– What did you learn?– Did the tool work?– Could it be improved?