1. Advancing knowledge, shaping policy, inspiring practice www.odi.org.uk

2. 3ie Grantees Communications for Policy Influencing Clinic June 13-14 2011

3. 1. Panel

4. Coffee break Image: TomOnTheRoof

5. Ground rules 5

6. 2. Experience Sharing

7. What do we know? In your tables, briefly describe an unsuccessful experience, and focus, as a group on: 1.What were the reasons (factors, forces, people, laws, customs, circumstances, etc.) why the change you were aiming for did not happened? 2.Was the evidence used in any way? How? 3.If anyone opposed the change you wanted to achieve, what was their argument? (they must have had one – even if it entirely self interested and political) 4.What was your argument? (30 minutes) 7

8. Share The first group presents (briefly) an answer for the first question question The next groups only add new lessons or disagrees with specific statements (30 minutes) 8

9. 3. RAPIDs work on influencing policy Our lessons

10. 6 lessons from our work Policy processes and social realities are complex Research plays a minor role in policy and practice But it is possible for research to play a role Must understand landscape Policy and social entrepreneurs need a set of skills Intent is necessary!

11. Identify the problem Commission research Analyse the results Choose the best option Establish the policy Evaluation Implement the policy Policy makers do not...

12. Monitoring and Evaluation Agenda Setting Decision Making Policy Implementation Policy Formulation Policy processes are... Civil Society Donors Cabinet Parliament Ministries Private Sector

13. The gap between research and policy Research Policy gap Bridge

14. No gap between research and policy Research Policy Technocratic networks Ideological think tanks Internal think tanks UN Think tanks Public think tanks Political parties Lobbies NGOs corporations Universities Regulatory bodies Executive Crowded Map Think tanks

15. The six lessons Policy processes and social realities are complex Evidence plays a minor role in policy and practice But it is possible for research to play a role Must understand landscape Policy and social entrepreneurs need a set of skills Intent is necessary!

16. Policy makers are… Speed Superficiality Spin Secrecy Scientific Ignorance Vincent Cable – Lib. Democrat MP & Shadow Minister of Finance More at: www.odi.org.uk/RAPID/Meetings/Evidence …practically incapable of using evidence because of the 5 Ss…

17. Different notions of evidence Colloquial (Contextual) Anything that seems reasonable Policy relevant Timely Clear Message Policy Makers 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

18. 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

19. The six lessons Policy processes and social realities are complex Research plays a minor role in policy and practice But it is possible for evidence to play a role Must understand landscape Policy and social entrepreneurs need a set of skills Intent is necessary!

20. 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

21. The six lessons Policy processes and social realities are complex Research plays a minor role in policy and practice But it is possible for research to play a role Must understand landscape Policy and social entrepreneurs need a set of skills Intent is necessary!

22. 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 policy and research communities – networks, relationships, power, competing discourses, trust, knowledge etc.

23. A practical framework External Influences political context evidence links Politics and Policymaking Media, Advocacy, Networking Research, learning & thinking Scientific information exchange & validation Policy analysis, & research Campaigning, Lobbying

24. The six lessons Policy processes and social realities are complex Research plays a minor role in policy and practice But it is possible for research to play a role Must understand landscape Policy and social entrepreneurs need a set of skills Intent is necessary!

25. The six lessons Policy processes and social realities are complex Research plays a minor role in policy and practice But it is possible for research to play a role Must understand landscape Policy and social entrepreneurs need a set of skills Intent is necessary!

26. Policy and social entrepreneurs Researcher StorytellerNetworker Fixer Engineer

27. The six lessons Policy processes and social realities are complex Research plays a minor role in policy and practice But it is possible for research to play a role Must understand landscape Policy and social entrepreneurs need a set of skills Intent is necessary

28. Conclusions To improve impact, may need to: focus more on policy establish different incentives 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

29. Question and answer session Image: Leo Reynolds

30. So now what?

31. RAPID Outcome Mapping Approach Start by defining your policy objectives – constantly review them during the process

32. Its not just blogs More research Develop a network or partnership Academic research communications Media strategy Online communications Influencing approaches

33. This is all based on how things are

34. And your roles and functions Message based on Mode of work Ideology, values or interests Applied, empirical or synthesis research Theoretical or academic research Independent research Consultancy Influence/advocacy The Media Political parties Applied research centres in Universities Internal think tanks, ideological centers, interest groups, NGOs, lobbies Chief scientific advisors, Academic/Opinion leaders Oxbridge Consultancies Independent Think tanks.

35. And what you are aiming for Discursive changes Procedural changes Content changes Attitudinal changes Behavioural changes

36. A step zero How does change happen? Who are we? Vision / objectives

37. The steps Start by defining your objectives – constantly review them during the process

38. The RAPID 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 policy and research communities – networks, relationships, power, competing discourses, trust, knowledge etc.

39. The importance of the policy cycle Monitoring and Evaluation Agenda Setting Decision Making Policy Implementation Policy Formulation

40. You need to know the detail Government runs in part, on the basis of memos. If a SD or DD official, or an analyst at the CIEA or the NSC, has your study in front of him and open at the time he is writing his own memo to the secretary or the director or perhaps the president himself –if, in short, he is using your ideas and analysis at the time he writes his own memo- then you have influence. If your study is not open in front of him, or worse, you do not even know who the responsible official is, you do not have influence. It is as simple as that. Howard Wiarda quoted by Abelson D. E., 2006 40

41. The steps Start by defining your policy objectives – constantly review them during the process

42. Develop enthusiasm to address topic Learn in partnership Develop awareness and enthusiasm Challenge existing beliefs High General level of alignment Low High Interest in specific topic Identifying audiences AIIM Matrix 1.Identify all stakeholders 2.Map them onto the alignment / interest matrix 3.Identify who has power 4.Identify who you can influence

43. 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 Key Type of flow ExpertiseFundingInformationLobbyingRegulationsScrutiny Social Network Analysis

44. The steps Start by defining your policy objectives – constantly review them during the process

45. Progress Markers Move from initial to more profound changes in behaviour Show transformation in a single boundary partner More informative than a single indicator

46. The steps Start by defining your policy objectives – constantly review them during the process

47. Force Field Analysis 5*5* 3 ? ? MEF Time ? ? Negative forces 4 1 2 ? Funds CSOs Public demand ? Positive forces 5 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 5 2 ? Your influence on the force

48. Assessing internal capacity Start by defining your policy objectives – constantly review them during the process

49. 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? StrengthsWeaknesses OpportunitiesThreats

50. Monitoring and Evaluating Start by defining your policy objectives – constantly review them during the process

51. Stories Stories of change 1. Situation 2. A change or challenge 3. Action 4. Result 5. Lesson 51

52. After Action Review An after action review asks 4 simple questions: What was supposed to happen? What actually happened? Why was there a difference? What can we learn from it? 52 15 minute team debrief, conducted in a rank-free environment.

53. For example: Progress Markers Opportunities and Threats timeline Policy Objectives AIIM Force Field Analysis For example: Force Field Analysis For example: Policy entrepreneur questionnaire SWOT Internal performance frameworks For example: Log Frame (flexible) Outcome Mapping Journals or impact logs Internal 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 relations Media and events Negotiation and advice Develop a network or coalition Research For example: RAPID Framework Drivers of Change Power Analysis SWOT Influence Mapping Force Field Analysis

54. Additional materials Evidence based policy in development network www.ebpdn.org Overall information on policy influence www.onthinkanks.org RAPID Programme www.odi.org.uk/rapid M&E of research influence www.odi.org.uk/resources/download/1751.pdf www.odi.org.uk/resources/download/1751.pdf Outcome Mapping www.outcomemapping.ca

55. Its just the beginning...

56. Question and answer session Image: Leo Reynolds

57. next: After lunch coffee will be served in the breakout rooms AIIM and Policy briefs

58. Lunch Image: sherimiya

59. 4. Modules AIIM and Policy briefs

60. Coffee break Image: TomOnTheRoof

61. Switch AIIM and Policy briefs

62. Learning Please take 10 minutes to complete your learning journal and let us know if you have any comments or recommendations for tomorrow Thank you!

63. 5. Peer Assist Designing a policy influence plan

64. Coffee break Image: TomOnTheRoof

65. 6. Modules Media interview for impact Online tools for research and research communication

66. Lunch Image: sherimiya

67. 7. Monitoring and evaluating influence Developing an M&E Framework

68. Coffee break Image: TomOnTheRoof

69. 8. The effects of Familias en Acción Orazio Pietro

70. 9. Concluding remarks and evaluation Please complete survey

71. ODI is the UKs leading independent think tank on international development and humanitarian issues. We aim to inspire and inform policy and practice to reduce poverty by locking together high-quality applied research and practical policy advice. The views presented here are those of the speaker, and do not necessarily represent the views of ODI or our partners. 111 Westminster Bridge Road, London, SE1 7JD T: +44 207 9220 300 www.odi.org.uk j.young@odi.org.uk e.mendizabal.ra@odi.org.uk c.cassidy@odi.org.uk gdiazlangou@cippec.org n.scott@odi.org.uk