RAPID Programme

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.

RAPID Programme

Outline of the WorkshopDay 2• Feedback• Practical tools introduction• Using tools• Advocacy Issues• Strategy development• Evaluation & Close

RAPID Programme

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)

RAPID Programme

Main Barriers to InfluenceCSOs 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)

RAPID Programme

Skills of (pro-poor) policy entrepreneurs

Storytellers

Engineers

Networkers

Fixers

RAPID Programme

>44 = Low

Kenya CSO Policy Entrepreneurs

<23 = V. High

<30 = High

Carroll, T 38 31 45 46Lothike, F 36 23 39 52Nyaga, M 36 32 40 43Lenachuru, C 30 32 39 46Jelle, A 46 29 39 34Kisangau 34 33 44 39Mohamud, M 30 30 41 49Githuka, P 40 36 32 43Nganga, T 28 33 35 44Kaimui, M 38 32 34 44Gituthu, J 25 32 39 45Virginia 40 33 38 40Onyango, S 32 34 36 48

Average 35 32 39 44

RAPID Programme

Comments• Tendency to prefer “storytelling” and

“networking”. • Several people dislike “fixing” and

“engineering” is close by.• One of you has a strong preference:

“networking”

RAPID Programme

Compared with others…

RAPID Programme

Any questions?

RAPID Programme

Tools for Policy Influence

RAPID Programme

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.html

RAPID Programme

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

RAPID Programme

To Maximize ChancesYou 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.

RAPID Programme

An Analytical FrameworkThe 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.

RAPID Programme

A Practical FrameworkExternal Influences political context

evidencelinks

Campaigning, Lobbying

Politics and Policymaking

Media, Advocacy, Networking Research,

learning & thinking

Scientific information exchange & validation

Policy analysis, & research

RAPID Programme

What CSOs need to doWhat CSOs need to know

What CSOs 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

RAPID Programme

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

RAPID Programme

Policy Analysis: Methods and tools– RAPID Framework– Problem Situation Analysis (Tree Analysis)– Stakeholder Analysis– Policy Process Mapping– Force field analysis– Influence mapping– SWOT analysis

RAPID Programme

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

RAPID Programme

Agendasetting

Problem definition

& analysis

Policy tools

SelectionImplementation Enforcement Policy

evaluation

Public

Scientists

Industry

CSOs

MediaGovernment

Source: Yael Parag

RAPID Programme

Policy Tools

selectionMinistry of Finance

NGOs

Scientists

Industry

Stage outcomes may be:Direct regulation (strict or moderate)

Economic incentivesInformation to the public

Voluntary agreement

Ministry of

Environment

Ministry of Industry

& Trade

Source: Yael Parag

RAPID Programme

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

Keep Satisfied

Engage Closely and Influence Actively

Monitor (minimum effort)

Keep Informed

High

Power

Low

Low HighInterest

RAPID Programme

Mapping Policy ProcessesAgendas Formulation Implementation

Central Government

Parliament

Bureaucrats

Civil Society

State Government Implementation

Civil Society

RAPID Programme

Political Context Assessment Tool

(e.g. from Middle East)Interests

Extent of Interests of Policymakers

High Medium LowPublic Interests 1 3 6Personal Interests 5 4 1Special Interests 6 1 3

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

RAPID Programme

Force field Analysis

• Specific Change

• Identify Forces

• (Identify Priorities)

• (Develop Strategies)

RAPID Programme

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

RAPID Programme

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

RAPID Programme

How we’re 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

RAPID Programme

How we advise: SMEPOL Egypt• Policy Process Mapping • RAPID Framework• Stakeholder Analysis• Force-Field Analysis• SWOT• Action Planning• Evaluation & Adapting

RAPID Programme

Individual / Group work:

• Use Force field analysis to identify key issues and strategic objectives

• Feedback –highlighting examples

RAPID Programme

Force field Analysis

• Specific Change

• Identify Forces

• Identify Priorities

• Develop Strategies

RAPID Programme

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

RAPID Programme

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

RAPID Programme

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?

RAPID Programme

Tools for policy impact

RAPID Programme

Communication / Advocacy Strategy

1. Clear SMART objectives2. Identify the audience(s)3. SMART Strategy 4. Identify the message(s) 5. Resources – staff, time, partners & $$6. Promotion – tools & activities7. Evaluate & Adapt

How?

Who?

What?

RAPID Programme

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 - Advocacy Statement - concise and persuasive statement that captures What you want to achieve, Why, How and by When?

RAPID Programme

2. Audience: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)

RAPID Programme

3. Strategy: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.

RAPID Programme

4. Message4. MessageWhy 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

RAPID Programme

5. Resources:5. Resources:a) What resources do you have / need?

b) Identify your ‘niche’ (SWOT)

c) Skills needed in teams (PE Questionnaire)

d) Who do you need to work with? (Stakeholder Mapping)

e) Structures for collaborative working

f) Benefits and pitfalls of collaborations

RAPID Programme

6. Promotion:6. Promotion:a) How to access information and target?

b) Who is a trusted and credible messenger?

c) What is the most appropriate medium? (campaigns, public mobilisation, formal and informal lobbying)

d) How will you package your information?

e) Role of the media?

RAPID Programme

Different Approaches

RAPID Programme

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.

RAPID Programme

Networks• Roles of Policy Networks

– Filtering– Amplifying– Investor / Provider– Facilitator– Convening– Communities

• Policy Code Sharing• Some networks net; some networks work.

RAPID Programme

7. Monitoring and Evaluating:7. Monitoring and Evaluating:a) What worked and why?

b) What didn’t work and why?

c) What should be done differently?

RAPID Programme

As Individuals / Small Groups / Theme – Use your work so far to identify :1. One objective2. Identify the audience(s)3. Identify the message(s) 4. Promotion – tools & activities

Advocacy / Communications Plans

RAPID Programme

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?

RAPID Programme

• What we wanted to do?• CSO-Policy in Kenya: Needs & next steps.• What we’ll do next• Sources of Information

Towards Pro-Poor Policy Entrepreneurs

RAPID Programme

Future AssistanceAccess 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!

RAPID Programme

• 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?

Towards Pro-Poor Policy Entrepreneurs: Evaluation and Next Steps

RAPID Programme

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

Towards Pro-Poor Policy Entrepreneurs: Our Next Steps

RAPID Programme

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

RAPID Programme

Contact Details:Julius Court – j.court@odi.org.uk

Enrique Mendizabal – e.mendizabal@odi.org.uk

RAPID: www.odi.org.uk/rapidCSPP: www.odi.org.uk/cspp