Day 1 Recap

1
Day 1 Recap

• Opps Challengs context improving but many
  challenges remain for CSOs.
• Problem tree analysis.
• RAPID Framework (what are key issues)
• RAPID context assessments for group issues
• Tools / approaches people use.
• Context is crucial and defines what strategy is
  effective.

2
Outline of the Workshop

• Day 2
• Feedback
• Practical tools introduction
• Using tools
• Advocacy Issues
• Strategy development
• Evaluation Close

3
Context Questionnaire

• Most organizations are trying a range of policy
  influence activities (newsletters, pilots,
  lobbying)
• Most organizations feel they are having some
  success (med-high self rating)
• CSOs able to influence policy (middle)
• Context for CSO-policy engagement (middle)

4
Main Barriers to Influence
CSOs do not have sufficient knowledge about policy processes 4 (6)
CSO staff do not have sufficient capacity 8 (11)
CSO staff do not have enough time 2 (1)
CSOs do not have enough funds to do this 5 (19)
Policy processes are not open to CSO engagement 5 (8)
Policymakers do not see CSO evidence as credible 5 (13)
Policymakers tend to be corrupt 7 (11)
5
Skills of (pro-poor) policy entrepreneurs
Networkers
Storytellers
Engineers
Fixers
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Kenya CSO Policy Entrepreneurs
Carroll, T 38 31 45 46 Lothike,
F 36 23 39 52 Nyaga, M 36 32 40 43 Lenachuru,
C 30 32 39 46 Jelle, A 46 29 39 34 Kisangau
34 33 44 39 Mohamud, M 30 30 41 49 Githuka,
P 40 36 32 43 Nganga, T 28 33 35 44 Kaimui,
M 38 32 34 44 Gituthu, J 25 32 39 45 Virginia
40 33 38 40 Onyango, S 32 34 36 48 Averag
e 35 32 39 44
gt44 Low
lt30 High
lt23 V. High
7
Comments

• Tendency to prefer storytelling and
  networking.
• Several people dislike fixing and engineering
  is close by.
• One of you has a strong preference networking

8
Compared with others
9
Any questions?
10

• Tools for Policy Influence

11
When it Works Attitudes to HIV

• on the education sector it is evident that the
  project has institutionalised a new attitude
  towards HIV/AIDS education in primary schools .
  
• Teachers' and pupils' knowledge, attitudes and
  behaviours have also changed.
• Primary School Action for Better Health Project
  in Kenya (PSABH)

www.odi.org.uk/rapid/Lessons/Case_studies/PSABH.ht
ml
12
When it works best Aid and Debt

• all the contributors emphasise the importance of
  researchers forming alliances with civil
  society.
• - Court and Maxwell, JID Special Issue

13
To Maximize Chances

• You need to
• better understand how policy is made and options
  for policy entrepreneurship
• use evidence more effectively in influencing
  policy-making processes
• build stronger connections with other
  stakeholders
• actively participate in policy networks
• communicate better.

14
An Analytical Framework
External Influences Socio-economic and cultural
influences, donor policies etc
15
A Practical Framework
political context
Politics and Policymaking
Campaigning, Lobbying
Policy analysis, research
Media, Advocacy, Networking
Research, learning thinking
Scientific information exchange validation
evidence
links
16
What CSOs need to do
What CSOs need to know What CSOs need to do How to do it
Political Context
Evidence
Links

• 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

• Who are the policymakers?
• Is there demand for ideas?
• What is the policy process?

• 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

• What is the current theory?
• What are the narratives?
• How divergent is it?

• Build partnerships.
• Identify key networkers, mavens and salesmen.
• Use informal contacts

• Get to know the others
• Work through existing networks.
• Build coalitions.
• Build new policy networks.

• Who are the stakeholders?
• What networks exist?
• Who are the connectors, mavens and salesmen?

17
Practical Tools
Overarching 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
18
Policy Analysis Methods and tools

• RAPID Framework
• Problem Situation Analysis (Tree Analysis)
• Stakeholder Analysis
• Policy Process Mapping
• Force field analysis
• Influence mapping
• SWOT analysis

19
Problem Tree Analysis

• The first step is to discuss and agree the
  problem or issue to be analysed.
• Next the group identify the causes of the focal
  problem these become the roots and then
  identify the consequences which become the
  branches
• The heart of the exercise is the discussion,
  debate and dialogue that is generated as factors
  are arranged and re-arranged, often forming
  sub-dividing roots and branches

20
Source Yael Parag
21
Source Yael Parag
22
Stakeholder Analysis

• Clarify the policy change objective
• Identify all the stakeholders associated with
  this objective
• Organise the stakeholders in the matrice
  according to interest and power
• Develop strategy to engage with different
  stakeholders

23
Mapping Policy Processes
Agendas Formulation Implementation
Central Government
Parliament
Bureaucrats
Civil Society
State Government
Implementation
Civil Society
24
Political Context Assessment Tool

• The macro political context
• The sector / issue process
• Policy implementation and practice
• Decisive moments in the policy process
• How policymakers think

(e.g. from Middle East) Interests Extent of Interests of Policymakers Extent of Interests of Policymakers Extent of Interests of Policymakers
(e.g. from Middle East) Interests High Medium Low
Public Interests 1 3 6
Personal Interests 5 4 1
Special Interests 6 1 3
25
Force field Analysis

• Specific Change
• Identify Forces
• (Identify Priorities)
• (Develop Strategies)

26
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?

Strengths Weaknesses
Opportunities Threats

• Skills and abilities
• Funding lines
• Commitment to positions
• Contacts and Partners
• Existing activities

• Other orgs relevant to the issue
• Resources financial, technical, human
• Political and policy space
• Other groups or forces

27
Planning Social Network Analysis

• Focus on structure of relationships
• Nodes and links between nodes
• Nodes people, groups and organizations, etc.
• Links social contacts, exchange of information,
  political influence, membership in org etc
• Social processes influence organizations and vice
  versa

28
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

29
How were 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

30
How we advise SMEPOL Egypt

• Policy Process Mapping
• RAPID Framework
• Stakeholder Analysis
• Force-Field Analysis
• SWOT
• Action Planning
• Evaluation Adapting

31

• Individual / Group work
• Use Force field analysis to identify key issues
  and strategic objectives
• Feedback highlighting examples

32
Force field Analysis

• Specific Change
• Identify Forces
• Identify Priorities
• Develop Strategies

33

• Individual / group work
• On your own / in your group
• Do a SWOT analysis for your organization working
  on this case.
• Can I fulfil the strategy?
• What else would I need to do? (more skills,
  resources, partnerships, etc)
• Feedback walkabout / examples

34
SWOT Analysis
Strengths Weaknesses
Opportunities Threats

• Skills and abilities
• Funding lines
• Commitment to positions
• Contacts and Partners
• Existing activities

• Other orgs relevant to the issue
• Resources financial, technical, human
• Political and policy space
• Other groups or forces

35

• Group Feedback
• c.3 minutes from a few people to present
• Objective, Analysis of current situation (FFA),
  Strategy, SWOT, conclusion, what more needs to be
  done?
• Other participants to think about
• Have they considered all the factors - is the
  approach comprehensive, logical and achievable?

36
Tools for policy impact
37
Communication / Advocacy Strategy

1. Clear SMART objectives
2. Identify the audience(s)
3. SMART Strategy
4. Identify the message(s)
5. Resources staff, time, partners
6. Promotion tools activities
7. Evaluate Adapt

38

• 1. Objectives
• What changes are you trying to bring about?
• Identify problems, impact of the problem and root
  causes (eg Problem Tree)
• Outline Specific, Measurable, Achievable,
  Realistic, Time-Bound (SMART) objectives
• Advocacy Statement - concise and persuasive
  statement that captures What you want to achieve,
  Why, How and by When?

39

• 2. Audience
• Who needs to make these changes?
• Who has the power?
• What is their stance on the issue?
• Who influences them?
• Identify targets and influence
• (use stakeholder context mapping tools)

40

• 3. Strategy
• What are keys opportunities and constraints
  (FFA)?
• How can these be enhanced / reduced?
• Outline Specific, Measurable, Achievable,
  Realistic, Time-Bound (SMART) approaches
• Approach new, existing, piggyback other.

41

• 4. Message
• Why should things change (or what is the evidence
  to support your case?)
• How to make sure that the evidence is credible
  and legitimate?
• What the target audience can hear.... frameworks
  of thought
• Language, content, packaging, and timing

42
Examples Packaging Story telling

• Narratives identify and enhance learning
  episodes, explore values and inspire for change.
• Good Stories need to include human interest
  element, tell it from the point of view of
  someone who is directly involved.
• Springboard Stories Catalyse changes, capture
  attention and stimulate imaginations

43

• 5. Resources
• What resources do you have / need?
• Identify your niche (SWOT)
• Skills needed in teams (PE Questionnaire)
• Who do you need to work with? (Stakeholder
  Mapping)
• Structures for collaborative working
• Benefits and pitfalls of collaborations

44

• 6. Promotion
• How to access information and target?
• Who is a trusted and credible messenger?
• What is the most appropriate medium? (campaigns,
  public mobilisation, formal and informal
  lobbying)
• How will you package your information?
• Role of the media?

45
Different Approaches
46
Issues Persuasion

• Separate people from problem
• Focus on interests, not positions
• Invent options for mutual gain
• Insist on using objective criteria.
• Manage human emotion separately from the
  practical problem
• Highlight the human need to feel heard,
  understood, respected and valued.

47
Targeting Writing Effective Policy Papers

• Providing a solution to a policy problem
• 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

48
Issues Lobbying

• Be an authority on the subject
• Include all group in the work
• Be positive in your approach
• Be aware of the agenda and language on the
  government in power
• Identify and target politicians
• Time your input
• Use the Media to lobby

49
Networks

• Roles of Policy Networks
• Filtering
• Amplifying
• Investor / Provider
• Facilitator
• Convening
• Communities
• Policy Code Sharing
• Some networks net some networks work.

50

• 7. Monitoring and Evaluating
• What worked and why?
• What didnt work and why?
• What should be done differently?

51
Monitoring Log Frame Approach

• Goal
• Purpose
• Stakeholders
• Outputs
• Assumptions
• Indicators / MoVs

• The DELIVERI Project
• Log frame
• Programme Design

52
Monitoring Most significant Change

• Collection of significant change (SC) stories
  from the field level
• Defining the domains of change
• Defining the reporting period
• Collecting SC stories
• Selecting the most significant of the stories
• Feeding back the results of the selection process
  
• Verification of stories
• Quantification and Secondary analysis

53
Monitoring Outcome Mapping

• Defines the program's outcomes as changes in the
  behaviour of direct partners
• Focuses on how programs facilitate change rather
  than how they control or cause change
• Recognizes the complexity of development
  processes together with the contexts in which
  they occur
• Looks at the logical links between interventions
  and outcomes, rather than trying to attribute
  results to any particular intervention
• Locates a program's goals within the context of
  larger development challenges beyond the reach of
  the program to encourage and guide the innovation
  and risk-taking necessary
• Requires the involvement of program staff and
  partners throughout the planning, monitoring, and
  evaluation stages

54
Outcome Mapping example
55
Advocacy / Communications Plans

• As Individuals / Small Groups / Theme
• Use your work so far to identify
• One objective
• Identify the audience(s)
• Identify the message(s)
• Promotion tools activities

56

• Group Feedback Strategy
• 3 examples present the outline of a strategy
• Objective, Audience, Message, Activities.
• What are next steps in taking it forward?
• Other participant to think about
• Have they considered key factors - is the
  approach cohesive, logical and achievable?

57
Towards Pro-Poor Policy Entrepreneurs

• What we wanted to do?
• CSO-Policy in Kenya Needs next steps.
• What well do next
• Sources of Information

58
Future Assistance
Access to the latest thinking on how to use evidence to influence policy 8 (8)
Best practice case studies 3 (6)
Information on policy issues 3 (5)
Support for more research (on policy issues) 3 (9)
Training / capacity building 11 (9)
Networking opportunities 3 (9)
Technical support on specific influencing initiatives 5 (7)
Training plus latest thinking. Mixed, Diverse
Needs. Plus Funds!
59
Towards Pro-Poor Policy Entrepreneurs Evaluation
and Next Steps

• How will you take this work forward as
  individuals?
• What are key issues at the sectoral level? Are
  there campaigns / coalitions?
• What areas do you want more support?
• What else?

60
Towards Pro-Poor Policy Entrepreneurs Our Next
Steps

• Evaluation
• Report
• Send CDs publications
• Email assessment in 6 months

61
Further Information / Resources

• ODI Working Papers
• Bridging Research and Policy Book
• JID Special Issue
• Meeting Reports
• Tools for Impact
• www.odi.org.uk/cspp
• www.odi.org.uk/rapid

62

• Contact Details

Julius Court j.court_at_odi.org.uk Enrique
Mendizabal e.mendizabal_at_odi.org.uk RAPID
www.odi.org.uk/rapid CSPP www.odi.org.uk/cspp