Mapping Political Contexts

Mapping the Policy Context RAPID Framework Stakeholder Analysis Force field analysis Policy Process Mapping Influence mapping Outcome Mapping

The Policy Cycle (Young and Quinn, 2002) This is a working definition of the policy process. However, we recognise that the policy process is not necessarily cyclical. (Young and Quinn, 2002)

Stakeholder Analysis Why: Steps: To understand who gains or lose from a policy or project. To help Build Consensus. Steps: Identify Stakeholders Analysis Workshop Develop Strategies Keep Satisfied Engage Closely Monitor (minimum effort) Keep Informed High Power Low Interest

Forcefield Analysis Steps: Identify a specific Change Identify forces for and againsty change Prioritise the forces Develop Strategies to overcome opposing and reinforce supporting forces Force field analysis is widely used to inform decision-making, and in particular in planning and implementing change management programmes in organizations. It is also a useful method for gaining a comprehensive view of the different forces (their source and strength) acting on a potential policy change and is therefore a very powerful tool for analyzing the possibilities for influencing policy. Force field analysis can clarify the ‘driving forces’ and identify obstacles or ‘restraining forces’ to change. For bridging research and policy, it can be used to analyse the forces affecting a situation or to assess the forces affecting whether particular research might be adopted as policy. It might also be used to identify where research may help tip forces towards a change. How to do a forcefield analysis? The first step is to discuss and agree on the current situation and the goal of the policy or institutional change. All the forces for change should then be listed in one column and all forces against change in the other column. The next step is to brainstorm the ‘driving’ and ‘restraining’ forces and write them in the appropriate column. The ‘driving’ and ‘restraining’ forces should be sorted on common themes and/or prioritised according to their ‘magnitude’ towards change by assigning a score to each force, ranging from 1 (weak) to 5 (strong). The last and the most important step is to discuss action strategies to reduce the ‘restraining’ forces and to capitalise on the ‘driving’ forces.

Policy Process Workshops 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

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 ] BACKGROUND Good News – Evidence can matter (e.g. bednets vs malaria). Other cases around Room. DFID Research Policy Study. Bad News – But … often major gaps (e.g. HIV/AIDS). Resistance despite clear evidence. How to bridge the gap? Key Question: When does evidence matter? We still need a systematic understanding. ODI RAPID / GDN Bridging Research and Policy Project – 50 case studies. PAPER IN PRESS - Handout Exec Summary / Soon on web CHALLENGE – Massive amount of work into 15 minutes

Policy Process Mapping National & Local (& International)

Policy Process Mapping for SMEs Participants work on a set of actors related to policy processes Steps: Identify key actors that influence SME policy Create Matrix: Organizations and Key Steps of the Policy Process Describe Organizations’ formal position in the policy process Describe Organizations’ informal influence on the policy process Give a number rating (1=low; 5=high) for the influence each organization has on different parts of the policy process.

Policy Process Mapping Identify key actors that influence SME policy Create Matrix: Organizations and Key Steps of the Policy Process Describe Organizations’ formal position in the policy process Describe Organizations’ informal influence on the policy process Give a number rating (1=low; 5=high) for the influence each organization has on different parts of the policy process. Relative location of Research Group 1 – Government Group 2 – Political Society and Bureaucracy Group 3 – Civil Society, Private Sector and International

Group Work 1: Mapping the political process Within your area(s) – identify the key actors that influence SME policy formulation and/or implementation Outline their formal and informal roles in formulation and/or implementation and write a description on an index card Also identify, and write on the car where SME research is undertaken Give a number rating (1=low; 5=high) for the influence each organization has on different parts of the policy process.