RAPID Programme Day 1 Recap… Opps & Challengs – context improving but many challenges remain for...
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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 Workshop
Day 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 Processes
Agendas 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 Low
Public Interests 1 3 6
Personal Interests 5 4 1
Special 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 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
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 objective
2. 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 – [email protected]
Enrique Mendizabal – [email protected]
RAPID: www.odi.org.uk/rapidCSPP: www.odi.org.uk/cspp