Making the case: using research-based evidence for policy advocacy

1. Making the case: using research-based evidence for policy advocacy John Young, ODI, London j.young@odi.org.uk BOND Advocacy and Capacity Building Group Launch Event , Monday 2nd June 2008

2. Overview • ODI and RAPID • Evidence-based policy: 6 Lessons • The changing role of CSO’s • Challenges and opportunities • An example • Evidence-based policy in development network • Conclusions • Sources of further information

3. ODI & RAPID • ODI • UK’s leading Development Think Tank • c.80 researchers • Research, advice and public affairs on development policy • RAPID • Focuses on policy processes • Research, advice, public affairs + capacity development • Works with producers, users and intermediaries

4. Commission research Analyse the results Choose the best option Establish the policy Implement the policy Evaluation 1. Policy processes are complex Identify the problem

5. Cabinet Donors Policy Formulation Parliament Agenda Setting Decision Making Civil Society Ministries Monitoring and Evaluation Policy Implementation Private Sector 1. Policy processes are complex

6. 2. Research is one factor Kate Bird et al, Fracture Points in Social Policies for Chronic Poverty Reduction, ODI WP242, 2004 (http://www.odi.org.uk/publications/working_papers/wp242.pdf)

7. 3. Research is important “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

8. The political context – political and economic structures and processes, culture, institutional pressures, incremental vs radical change etc. The links between policy and research communities – networks, relationships, power, competing discourses, trust, knowledge etc. 4. Needs a systematic approach External Influences Socio-economic and cultural influences, donor policies etc The evidence – credibility, the degree it challenges received wisdom, research approaches and methodology, simplicity of the message, how it is packaged etc

9. 4. Needs a systematic approach • 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? • 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 • Who are the stakeholders? • What networks exist? • Who are the connectors, mavens and salesmen?

10. 5. Needs additional skills Networkers Storytellers Fixers Engineers

11. 6. There are good 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

12. The (changing) role of CSOs • Is huge: Worth $12bn globally,reach 20% of world’s poor, provide 40% health & education services in SSA. • Is changing: service provision → policy engagement. • Can be very effective: Globally, eg Jubilee 2000; locally eg Animal Health in Kenya, • Is uncomfortable: • with governments: lack of trust • with donors: emphasis on GBS & policy • with academics/policy advisers: weak evidence

13. How CSOs influence Policy

14. How CSOs influence Policy

15. Obstacles to CSO Engagement

16. Key problems and solutions

17. SMERU & UCT in Indonesia • Fuel subsidy increasingly recognised as regressive and not benefiting the poor. • Became financially unsustainable in 2005. • Gvt plan to  subsidy  UCT to poor. • Huge programme. Little impact. • What to do?

18. SMERU & UCT in Indonesia • Small independent study by SMERU in 2005 identified opportunity for  benefit through CCT focusing on health, education & nutrition + Improved targeting. • Commissioned by BAPPENAS to do larger feasibility study. • Series of meetings & dialogues. • Adopted as policy and operationalised in 2007

19. SMERU & UCT in Indonesia • Challenges: • Political leverage • Lack of tools to understand political context • Lack of lobbying skills & opportunities • Lack of resources • Associated with donors • Success Factors: • Credibility of SMERU • Links with government and civil society organisations • Quality of research • Impartiality • Effective communication of results

20. RAPID support to CSOs • Run workshops, seminars and courses • Established the evidence-based policy in development network • A “community of practice” to: • Learn how research-based evidence can contribute to better policy and practice. • Do it themselves. • Help others to do it • www.ebpdn.org

21. Some members • Africa Energy Policy Research Network: a network to promote pro-poor energy policies. • Center for the Implementation of Public Policies promoting Equity and Growth: works on Education, Fiscal Policy, Health, Transparency and Justice an Argentina. • Unnayan Onneshan: works on pro-poor agricultural and trade policies in Bangladesh. • International Budget Project: works to promote budget transparency and accountability

22. ebpdn website

23. Conclusions • CSOs are well placed to influence policy with research-based evidence. • To do it effectively they need to: • Understand the political context • Use a wholistic approach • Establish the right relationships with all stakeholders • Collect the right sort of evidence • Engage appropriately with the right policy processes • Communicate effectively

24. Further Information ODI – www.odi.org.uk RAPID - www.odi.org.uk/rapid • Publications • Case Studies • Workshops and Seminars • Tools and Toolkits ebpdn – www.ebpdn.org Contact: j.young@odi.org.uk