tools for policy influence. rapid programme smepol, cairo, february, 2005 2 practical tools

Tools for Policy Influence

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RAPID Programme www.odi.org.uk/rapid

SMEPOL, Cairo, February, 2005

Practical Tools

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Implications for SMEPOL• Need to be able to:

– Understand the political context– Do credible research – Communicate effectively– Work with others

• Need organisational capacity– Staff – Internal processes– Funds

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Think Tanks – 3 Modes of Influence

www.odi.org.uk/RAPID/Meetings/Evidence/Evidence_Series.html

Gas

SolidLiquid

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Different Roles

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Log Frame Approach

• Goal

• Purpose

• Stakeholders

• Outputs

• Assumptions

• Indicators / MoVsThe DELIVERI Project• Log frame• Programme Design

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Outcome Mapping• Focuses on:

– changes in behaviour– how programs “facilitate” rather

than “cause” change • Recognizes the complexity of

development processes• Looks at “logical links” between

interventions and outcomes• Locates programme goals

within the broader development context

• Encourages innovation and risk-taking

• Involves program staff and partners throughout

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Outcome Mapping: example

SMEs

National SME Policy

IDRC

National NGOs /think

tanks

International NGO

Bi/MultilateralDonors

Inter/National Media

Other businesses

/market

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Communications strategy

• Identify the audience(s)

• Identify the message(s)

• Promotion

• Evaluate impact and

change as necessary

• Clear Strategy – Interactive – Multiple formats

How?

Who?

What?

The DELIVERI Project:• Information Strategy / Leaflet• Materials

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Writing Effective Policy Papers IProviding a solution to a policy problem

• The policy community• The policy process• Structural elements of a paper

– Problem description– Policy options– Conclusion

• Key issues: Problem oriented, targeted, multidisciplinary, applied, clear, jargon-free.

[Source: Young and Quinn, 2002]

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Networks• Roles of Policy Networks

– Filtering

– Amplifying

– Investor / Provider

– Facilitator

– Convening

– Communities

• Policy Code Sharing

• Some networks net; some networks work.

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How we’re doing it in RAPID• Clear Aim & Outputs• Building credibility with research/action• Employing the right staff & staff development• Good internal systems (Mgt, Comms & KM)• Programme approach:

– Strategic opportunism– Research / practical advice / stimulating debate– Engagement with policy makers & practitioners– Community of practice cf network

• Financial opportunism

Group Work 2What approaches, tools and tricks doesSMEPOL already use to influencepolicy?

• If you can, please distinguish between different parts of the policy process: agenda setting, formulation, decision, implementation, monitoring)

tools for policy influence. rapid programme smepol, cairo, february, 2005 2 practical tools

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