1. Making policy reform work Understanding the politics for better advocacy Alexandre Cote SIEMPRE, DEC. 2008, Tirana (updated april 2010) Alexandre.siempre@googlemail.com

2. Policy reform We talk a lot about it but… We rarely seems it coming to an end… Are we really aware of what it means?… Are we really taking it as seriously as we should?… Are we naïve or idealist or cynical?… DO WE BELIEVE?... DO WE TRUST?….

3. Basic rules of the game NOTHING IS OBVIOUS IT S NOT DONE UNTIL IT’S DEFINITELY FINISHED UNTIL YOU GAVE EVERYTHING, YOU GOT NOTHING SOMETIMES GIVING EVERYTHING IS NOT ENOUGH And …..

4. 3 KEY WORDS EVERYTHING IS POLITICS

5. Chapters What are we talking about? –What is public policy? –From politics to change in people’s lives –Who is involved and for what? Multi stakeholders: public-ngos partnership, what kind of relationship Tools for political analysis of policy reform Advocate, advocate advocate: some lessons learned

6. PUBLIC POLICY: WHAT ARE WE TALKING ABOUT?

7. Needs, rights, resources and policy? Public Policy Social innovation Governance Rights Local legislation International binding legal instruments Needs Survival Full Participation Resources StateCommunity Public policy, social innovation and good governance are ways to allocate often scarce resources to enforce rights and entitlements that respond to needs.

8. What is Public Policy? A set of defined or at least definable values; A clear vision of a desirable future that is based on these values that should foresee positive change in life of population Appropriate strategies that can be implemented in order to realize that vision. Implementation package includes: –Legislation –Adequate Procedures –Enforcement body –Implementation plan –Dedicated resources –Staff training –Monitoring and Evaluation Public policy is the output of politics and is most of the time the results of strong negotiation whether we talk a bout legislative, budgetary issues… The interaction between policy and politics can be defined as policy making

9. Every level has its relevance International policy / agenda : EU/ WB. Accession process, structural adjustment, aid conditionality National Agenda: PRSP… National Disability Strategy National specific policy (health care, education, employment, child protection…) Local level (community development, local disability action plan, agenda 22…)

10. A process and a system… Polity : The rules and the stakeholders People’s lives : Level of autonomy, quality of life Degree of participation in the community life. The impact of politics and output of policy Practice : How does it work on the field? The outcome of politics and output of policy Policy : The output of the politics. Politics : The political power play. Ideology and interest Policy making

11. Polity : The rules and the stakeholders People’s lives : Level of autonomy, quality of life Degree of participation in the community life. The impact of politics and output of policy Practice : How does it work on the field? The outcome of politics and output of policy Policy : The output of the politics. Politics : The political power play. Ideology and interest Policy making Brings people’s life in From consultation to lobbying

12. Polity : The rules and the stakeholders People’s lives : Level of autonomy, quality of life Degree of participation in the community life. The impact of politics and output of policy Practice : How does it work on the field? The outcome of politics and output of policy Policy : The output of the politics. Politics : The political power play. Ideology and interest Policy making Support policy development Technical assistance

13. Polity : The rules and the stakeholders People’s lives : Level of autonomy, quality of life Degree of participation in the community life. The impact of politics and output of policy Practice : How does it work on the field? The outcome of politics and output of policy Policy : The output of the politics. Politics : The political power play. Ideology and interest Policy making Bring policy to practice

14. Policy making People’s lives : Level of autonomy, quality of life Degree of participation in the community life. Practice : How does it work on the field Policy : The outcome of the politics. Polity : The rules and the stakeholders Politics : The political power play. Ideology and interest Support to innovation Support to service delivery Bring innovation in people s life

15. Scale up good practice to policy Policy making People’s lives : Level of autonomy, quality of life Degree of participation in the community life. Practice : How does it work on the field Policy : The outcome of the politics. Polity : The rules and the stakeholders Politics : The political power play. Ideology and interest

16. Polity : The rules and the stakeholders People’s lives : Level of autonomy, quality of life Degree of participation in the community life. The impact of politics and output of policy Practice : How does it work on the field? The outcome of politics and output of policy Policy : The output of the politics. Politics : The political power play. Ideology and interest Policy making Support to innovation Support to service delivery Scale up Support to DPOs Surveys/support to multi stakeholders process Technical assistance to ministries SUMMARY….. implement

17. Stakeholders involved… International organisation Local authorities Civil sector Interest groups Disabled people organistaion Social Service providers Private sector ? ? ? National authorities

18. USERS / CITIZENS SERVICE PROVIDERS POLICY MAKERS ?? ? DONORS ? ? OPINION MAKERS ? ? ? MULTI STAKEHOLDERS?

19. Stakeholders involved Opinion makers Supply sideDemand sidePolicy makers -National and local media -Think tank -Human rights ngos -NGOs -School -Primary health care -Youth centers -Centers for Social Work (CSW)…. -Parents -Children -Adults with disabilities -Ministries -High council… -Governors -Directorate -District authorities -DONORS?

20. PUBLIC-NGOS PARTNERSHIP WHAT KIND OF RELATIONSHIP? Based on : Kelly Teamey, 2007 “Literature Review on Relationships between Government and Non-state Providers of Services”, International Development Department, University of Birmingham

21. What are we talking about? Contracting? Purchasing? Cooperation? Subordination? Mutual benefit? Trust? Sharing resources?

22. Mutuality*Identity Mutuality (interdependence and commitment between partners, equality in decision-making and rights and responsibilities) Organisational identity (the maintenance of each partner’s own identity, mission, beliefs, core values and constituencies). The primary driver of a partnership is to access key resources needed to reach objectives. (Brinkerhoff, 2002)

23. Mutuality*Identity Mutuality Organisational identity Co-optation and gradual absorption Partnership ContractingExtension

24. Power and institutional pluralism (Coston, 1998)

25. Goal*strategies (Najam 2002) Goal Strategy = - -= Complementarity ConfrontationCo-optation Cooperation

26. So who plans, regulates, delivers, finances, advocates…? WHO SHOULD?WHO CAN?WHO WANT? Central authorities? Local authorities? Community? DPOs? NGOs? Central authorities? Local authorities? Community? DPOs? NGOs? Central authorities? Local authorities? Community? DPOs? NGOs?

27. VALUESSTAKES CONSTRAINTSRESOURCES WILL CAPACITY Always think about stakeholders will and capacity …

28. WILL CAPACITY Direct or indirect Influence towards policy makers Non state mechanisms to develop policies Supporting Users’ awareness raising and advocacy activities Advocacy towards Donors to bring resources Direct or indirect substitution to duty bearers Capacity building of providers Strategy for supporting empowerment of users Advocacy and awareness raising SUPPORTING THE CONTINUOUS IMPROVEMENT AND THE MONITORING BY PEOPLE CONCERNED Advocacy towards Donors to bring resources Capacity building of policy makers and service providers Supporting advocacy by users - beneficiaries WHETHER DUTY BEARERS ARE WILLING AND ABLE TO DO IT? (based on DFID “improving services delivery in difficult environment” 2001 )

29. TOOLS FOR POLITICAL ANALYSIS OF SOCIAL POLICY REFORM Based on: - Joan M. Nelson 2003, “The Politics Of Social Sector Reforms”, ODI Washington, DC - Grindle M and Thomas J “Implementing reform: Arena, stakes and resources. Public choices and policy change: the political economy of reform in developing countries” Baltimore, john Hopkins university Press.

30. Difficult social service reforms.. No technical consensus Require active collaboration of many stakeholders Takes years to implement from legislation to staff training.. No cost in delaying action Different motivation of service providers (public private non profits) Competition between social sectors for scarce resources (middle class/poor – availability/universality/diversity /quality)

31. Thinking policy reform Values Vision Legislation Adequate Procedures Enforcement body Implementation plan budget Staff training Monitoring and Evaluation

32. Working groups (examples from the Balkans region) Gate keeping reform based on ICF for adults with disability merging all status and impairements Increase of the Disability allowance Community services / de-institutionalisation social services delivery reform Inclusive education

33. Which ambition for the reform? From Joan M. Nelson, THE POLITICS OF SOCIAL SECTOR REFORMS, 2002 AdvantagesDrawbacks Broad functional scope * mobilizes wider interest, more potential allies * less likely than narrow reforms to be defeated by system inertia * may attract more donor support * mobilizes broad opposition * difficult to launch quietly * hard to administer, high risks of mistakes Radical depth * may draw stronger support from those dissatisfied with old system * attracts attention, interest * mobilizes intense opposition Speed * allows reformers to seize favorable moments * lets reformers keep ahead of growing opposition * helps maintain momentum * limits consultation, reduces perceived legitimacy * risks mistakes in implementation Wide geographic spread * may be technically necessary for some reforms * spreads leadership and supervision thin * reduces opportunities to let progressive localities move ahead, provide models for laggards

34. Political analysis From Joan M. Nelson, THE POLITICS OF SOCIAL SECTOR REFORMS, 2003 LOWHIGH Concentration of cost (who is impacted ? How important this is ) A wide part of population is impacted just few groups are impacted Concentration of benefits (who benefit ? How important it is ) A wide part of population will benefit Only a small group will benefit Technical content No complexityHigh technicalities and require expertise Level of participation Not many people and stakeholder have to be mobilized A lot of stakeholders need to contribute Duration Short term reform from agenda to implementation Long process

35. Different politics for different reforms? From grindle Merilee and john thomas (1991) Characteristic of reform Dispersal of the costs Dispersal of the benefits Technical and administrative complexity Level of public participation Duration and visibility of reform process Features of reforms in the bureaucratic arena, requiring bureaucratic compliance Costs focus on government institutions Benefits are not immediately felt by bureaucracy and only in long term by public Reforms are administratively complex Reforms require limited public involvement and are ‘invisible’ Reforms require sustained effort with few immediate visible returns Features of reforms in the public arena, requiring political support and stability Costs have wide impact among the population Benefits are focused on government Reforms have low administrative content and can be done quickly Reforms require wide public involvement and are ‘visible’ Reforms can be achieved quickly and are visible

36. Working groups Gate keeping reform based on ICF for adults with disability merging all status and impairements Increase of the Disability allowance Community services / de-institutionalisation social services delivery reform Inclusive education

37. Routes to policy reform Multiple institutional options for policy reform, each with its own pros and cons –“Long routes” Lead by central government bureaucracy Lead by sub-national governments –“Short routes” By special agencies Donors supported reform teams By nonstate providers (for-profit and non-profit) With community participation Successful service delivery reforms (esp. short routes) are plenty, but...

38. Can they be sustained or scaled up? –The State matters Short-route innovations are difficult to institutionalize and sustain Are difficult to replicate/scale up And are prone to capture due to lack of accountability –Private/civil sector delivery with its own pitfalls Need for effective compensatory policies and strong regulation (geographic distribution, discriminatory access)

39. Managing the reform process (gov) From Joan M. Nelson, THE POLITICS OF SOCIAL SECTOR REFORMS, 2002 4) Implementation a. Smooth launch b. Rapid problem solving 2) Reaching agreement with the Executive a. Recognizing views b. Wining top support 3) Winning Legislative Approval a. Reducing or neutralizing opposition from vested interests. b. Building Alliances c. Modling public opinion 1.) Getting on the agenda

40. Which tactics Public education and media campaign Consultation with stakeholders Compensation with potential “looser” Dividing opponents Avoiding confrontation Creating linkage between different reforms Building alliances with early winners

41. POLITICAL TASK TACTICS public education consultationcompensation dividing opponent avoiding confrontation linkage early winners getting in the agenda reaching agreement winning legislative approval a reducing vested interest building alliances modling public opinion Implementation Launching sustaining

42. It’s complex, so what? Alone we cannot solve problem neither public administration nor NGOs We can give ourselves the illusion that we can But at the end, we need to work together which doesn’t mean we are friends Nobody say it will be easy….

43. ADVOCATE, ADVOCATE, ADVOCATE…. Lessons learned from POLIO PLUS team, Macedonia, about their national advocacy campaign “My signature is the law”

44. Advocate Advocate advocate…. I. Identify needs, issues, rights IV. Official adoption of policy V. Implementing policy (budget) VI. Monitoring the implementation of the policy/law Advoc acy Lobbyi ng Advoc acy Lobbyi ng II. Decision of public response Advoc acy Lobbyi ng Advoca cy Lobbyin g III. Develop, formulate policy (through consultation) Advoc acy Lobbyi ng Advocacy Aimed at recognizing the lack of solution and the need for action or policy

45. Lessons learned from Polio Plus campaign “my signature is the law” by Polio Plus Team, Skopje, Macedonia 1. Include! Include! Include! Never even think that all interested parties have already been included in the process. There is always someone who, if is not included, might became enemy of your idea. We experienced that on our own skin. 2.Educate! No matter how many educated and aware people join you, never overestimate their knowledge for such a specific issue. The earlier you start with their education, the less problems you will have once the work has entered in its crucially important phase.

46. Lessons learned 3. Be aware of the invisible enemy! Your opponents will never publicly state that they are against the rights of people with disabilities. But, as all is a matter of interest, might happen that yours and their interests are completely opposed. 4.Do not travel alone! The old African proverb says: “If you want to travel fast - go alone, but if you want to get far- walk with the others”. Maybe, we understood this ancient wisdom a bit too late. 5.Individual vs. Frontal To have a real distinction of all the “mess” which you faced you need strong individuals and “clean” opinion makers. So, don’t “burn” them during the process. You must protect them from frontal impact with back-up support of legitimate groups, organizations and institutions.

47. Lessons learned 6. Far away is (simply) closer… Extend the process to the maximum. Only then you will provide enough time for more knowledge, and enough space for more people take ownership over the process. Educated “boss” will not give up from what they think is theirs. 7.The closer you get –more resistance you face! Go carefully with fundamental interventions in the existing systems. Each system (even the worst and the weakest one), has its own mechanisms for self-protection. The more you touch their inner core, the greater becomes the resistance and you will just improve their cohesive forces of their dummy disconnection and disorganization. 8. You can never get enough of media support! In all systems with “indirect“ democracy, the only tool to “articulate” your voice and “your truth” is through direct communication. As clearer your message is, more accurately it will be transferred to the general public. Use the media wisely, with wisdom, be present, but not tedious, be clear, but not rude; be worried, but not frustrated. Finally, help the people from the media. They will know how to show appreciation.

48. Lessons learned 9. Politicians will always be just politicians! Politics does not always (and for everything) have to be in accordance with your position. The priorities change on daily basis, and political regrouping may happen in a flash. The events not always go in line with your time schedule. As much as the very next day, your main supporter might be disfavored by the establishment or the public opinion. Do not bind yourself to the political positions of any group. Make the groups (in their strategy, programs and personal relations and presentations) to bind themselves to your cause. 10. The invisibles are your visibility Discover, inspire and mind the “little” activists, volunteers, members … You will be surprised how big support, visibility and sustainability you can get.