Turning Insight into Impact: Approaches and Tools

Turning Insight into Impact: Approaches and Tools

Research and Policy in Development Programme

DSA-BOND Conference 2005

John Young and Julius Court

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RAPID Programme www.odi.org.uk/rapid

DSA-BOND, London, May, 2005

Workshop Objectives

a) Share experiences about research-practice interfaces in international development ;

b) Discuss the latest worldwide research and practice in this area;

c) Share experiences about approaches to strengthen research-practice links & what works;

d) Identify tools to improve use of evidence in development practice.

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Outline of the Workshop

Part 1 (morning)• Introductions• Theory: Research-Practice Interface• Groups: Identification of Key Questions• Feedback & Discussion• Policy Entrepreneur Questionnaire

Part 2 (after lunch)• Feedback: Policy Entrepreneur Questionnaire • Introduction to Toolkit• Groups: Tools and Approaches• Feedback & Discussion• Close

Self Introductions

30 Seconds!• Name • Organization

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The Opportunity

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.

IDRC TEHIP Project

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HIV Prevalence

0%

6%

12%

18%

24%

30%

36%

1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000

HIV

Prev

alenc

e

Thailand Kampala, Uganda KwaZulu Natal, South AfricaSource: UNAIDS

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RationaleEvidence can help …• Identify issues / problems for policymakers • Prioritize between issues• Develop strategies• Improve effectiveness of interventions• Assess whether a strategy is working

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Existing theory – useful in DCs?1. Linear model2. Percolation model, Weiss3. Tipping point model, Gladwell4. ‘Context, evidence, links’ framework,

ODI5. Policy narratives, Roe6. Systems model (NSI)7. External forces, Lindquist8. ‘Room for manoeuvre’, Clay & Schaffer9. ‘Street level bureaucrats’, Lipsky10. Policy as social experiments, Rondinelli11. Policy Streams & Windows, Kingdon12. Disjointed incrementalism, Lindquist13. The ‘tipping point’, Gladwell14. Crisis model, Kuhn15. ‘Framework of possible thought’,

Chomsky16. Variables for Credibility, Beach17. The source is as important as content,

Gladwell

18. Linear model of communication, Shannon

19. Interactive model, 20. Simple and surprising stories,

Communication Theory21. Provide solutions, Marketing Theory I22. Find the right packaging, Marketing II23. Elicit a response, Kottler24. Translation of technology, Volkow25. Epistemic communities26. Policy communities27. Advocacy coalitions etc, Pross28. Negotiation through networks, Sebattier29. Shadow networks, Klickert30. Chains of accountability, Fine31. Communication for social change,

Rockefeller32. Wheels and webs, Chapman & Fisher33. National Systems of Innovation

www.odi.org.uk/rapid/lessons/theory

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Existing theory – a short list

• Policy narratives, Roe• Systems of Innovation Model, (NSI)• ‘Room for manoeuvre’, Clay & Schaffer• ‘Street level bureaucrats’, Lipsky• Policy as social experiments, Rondene• Policy streams and policy windows, Kingdon• Disjointed Incrementalism, Lindblom• Social Epidemics, Gladwell

• The RAPID Framework

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…in reality…• “The whole life of policy is a chaos of purposes and

accidents. It is not at all a matter of the rational implementation of the so-called decisions through selected strategies 1”

• “Most policy research on African agriculture is irrelevant to agricultural and overall economic policy in Africa2”

• “Research is more often regarded as the opposite of action rather than a response to ignorance”3

1 - Clay & Schaffer (1984), Room for Manoeuvre; An Exploration of Public Policy in Agricultural and Rural Development, Heineman Educational Books, London2 - Omamo (2003), Policy Research on African Agriculture: Trends, Gaps, and Challenges, International Service for National Agricultural Research (ISNAR) Research Report No 213 - Surr (2003), DFID Research Review

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RAPID Programme

• Research• Research-Policy Links

• Communications

• Knowledge Management

• Advisory work

• Workshops and seminars

• Evaluations

• CSO Partnership Programme www.odi.org.uk/rapid

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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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Political Context: Key Issues• The macro political context (democracy, governance,

media freedom; academic freedom)

• Policy uptake = demand – contestation) [NB Demand: political and societal. Power matters.]

• How policymakers think (narratives & policy streams)

• Policy implementation and practice (bureaucracies, incentives, room for manoeuvre, participatory approaches)

• Decisive moments in the policy process (policy processes, votes, policy windows and crises)

Context is crucial, but you can maximize your chances

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Evidence: Relevance and Credibility• Provides solutions to a problem. • Relevance:

– Topical relevance – What to do? – Operational usefulness – How to do it? :

• Credibility: – Research approach– Of researcher > of evidence itself

• Strenuous advocacy efforts are often needed• Communication

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Links: Feedback and Networks• Engagement and feedback.• Trust & legitimacy• Networks • The role of individuals and champions:

– connectors – mavens – salesmen

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External Influence

• Big “incentives” can spur evidence-based policy – e.g. PRSP processes.

• And some interesting examples of donors trying new things re. supporting research

• But, we really don’t know whether and how donors can best promote use of evidence in policymaking (credibility vs backlash)

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Conclusions• (Action) Research is essential but…• Other work is needed to ensure it contributes to

the development and implementation.• Clear lessons about how are emerging:

– Political context is crucial – understand it to maximize your chances

– Figure out what evidence is needed and how to package it for policy makers

– Collaborate with other actors

Any Questions?

Group Work 1:What are the key factors affecting research - practice links in your work?

From the handout ….

• Which arena should we give most emphasis?

• Are these the key questions?

• What key questions is missing?

Feedback and Discussion

Any Questions?

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Policy Entrepreneurship Questionnaire

Please don’t leave without handing in your questionnaires!

Tools and Approaches

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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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What you need to know• The external environment: Who are the key actors?

What is their agenda? How do they influence the political context?

• The political context: Is there political interest in change? Is there room for manoeuvre? How do they perceive the problem?

• The evidence: Is it there? Is it relevant? Is it practically useful? Are the concepts familiar or new? Does it need re-packaging?

• Links: Who are the key individuals? Are there existing networks to use? How best to transfer the information? The media? Campaigns?

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What you need to do

What researchers need to know

What researchers 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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Skills of (pro-poor) policy entrepreneurs

Storytellers

Engineers

Networkers

Fixers

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Samer 36 32 35 48Marwa Hussein 32 36 44 38Marwa Bayomi 44 41 28 37Sayeda Alid 35 34 41 40Shereen Salman 39 39 31 26Rasha 35 37 37 41May Ghalwash 35 37 39 39Haytham 34 33 44 39Tarek Ahmed Fouad 35 38 42 35Ahmed Abdel Razek 42 32 31 45Maha Yousseft 38 32 30 50Mohamed Hadil 44 42 33 31Amel Ali 36 36 39 39Heba 43 29 35 44Khaled Abdel Rehim 42 27 36 45

Average 38 35 37 40

>44 = Low

SMEPol Policy entrepreneurs

<23 = V.High

<30 = High

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Compared with others…

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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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Practical ToolsOverarching Tools

- The RAPID Framework - Using the Framework - The Entrepreneurship

Questionnaire

Context Assessment Tools- Stakeholder Analysis - Forcefield Analysis - Writeshops - Policy Mapping - Political Context Mapping Communication Tools

- Communications Strategy- SWOT analysis - Message Design - Making use of the media Research Tools

- Case Studies - Episode Studies - Surveys - Bibliometric Analysis- Focus Group Discussion

Policy Influence Tools- Influence Mapping & Power Mapping - Lobbying and Advocacy - Campaigning: A Simple Guide - Competency self-assessment

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Stakeholder Analysis

Why:• To understand who

gains or lose from a policy or project.

• To help Build Consensus.

Steps:1. Identify Stakeholders

2. Analysis Workshop

3. Develop Strategies

Keep Satisfied

Engage Closely

Monitor (minimum effort)

Keep Informed

High

Power

Low

Low HighInterest

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Forcefield Analysis

• Identify what you want to achieve

• Identify forces for and against change

• Identify which are most important

• Develop strategies to reinforce those for and overcome those against

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Policy Process Mapping• General Context issues – domestic and international.• Specific Policy Issues (i.e. the policy cycle)• Who are the Stakeholders? (Stakeholder analysis)

– Arena: government, parliament, civil society, judiciary, private sector.

– Level: local, national, international • What is their Interest and Influence?• Process matrix + political matrix• Political and administrative feasibility assessment

[Sources: M. Grindle / J. Court ]

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Policy Process Mapping

Formulation Implementation Government Political Society Bureaucracy Civil Society Private Sector International Group 1 – Government

Group 2 – Political Society and Bureaucracy

Group 3 – Civil Society, Private Sector and International

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SMEPOL Project Egypt

• Policy Process Mapping

• RAPID Framework

• Stakeholder Analysis

• Force-Field Analysis

• SWOT

• Action Planning

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DFID Policy Process Workshop• Looking at internal policy processes –

what works in DFID. • Small, informal workshop with 7 staff.• Participatory pair-wise ranking of

factors influencing the success of 8 policy processes.

• Worked quite well.• In DFID - agendas and processes

rather than documents are key

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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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For effective policy advocacy…

• Need to be able to:– Understand the political context– Do credible (action)research – Communicate effectively– Work with others

• Need organisational capacity– Staff – Internal processes– Funds

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Organisational development tools• Knowledge, Attitudes and Practices:

– The entrepreneurship questionnaire– Training & mentoring etc

• Knowledge Management• Organisational development

– Finance, admin & personnel systems– Strategic (action & business) planning– Fundraising & reporting

• Building an organisational profile– Communications, Public Affairs and the Media

Struyk, 2002, Local Governance Institute, Open Society Network, Budapest

Group Work 2• What approaches and tools do you

use to inform practice?

• What works?

• Do you have any good examples of use of evidence in improving development practice?

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Further Information / Resources

• ODI Working Papers • Bridging Research and

Policy Book• Meeting series

Monograph• Tools for Policy Impact • RAPID Briefing Paper• RAPID CDROM• www.odi.org.uk/rapid

Turning Insight into Impact: Approaches and Tools

Documents

Transcript of Turning Insight into Impact: Approaches and Tools