Overview and Introduction to RAPID Lessons and Tools

1. Overview and Introduction to RAPID Lessons and Tools John Young

2. 6 lessons from our work

3. Commission research Analyse the results Choose the best option Establish the policy Implement the policy Evaluation Policy processes are not... Identify the problem

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

5. Policy and complexity • Interconnected • Feedback • Emergence • Nonlinearity • Sensitivity • Changing • Edge of chaos • Adaptive agents • Self-organising • Co-evolution

6. The gap betweenresearch and policy gap Research Policy Bridge

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

8. The six lessons

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

10. Experience & Expertise Pragmatics & Contingencies Judgement Lobbyists & Pressure Groups Evidence Resources Values and Policy Context Habits & Tradition There are many factors Source: Phil Davies Impact to Insight Meeting, ODI, 2005 10

11. Policy Makers Researchers • ‘Scientific’ (Context free) • Proven empirically • Theoretically driven • As long as it takes • Caveats and qualifications • Colloquial (Contextual) • Anything that seems reasonable • Policy relevant • Timely • Clear Message Different notionsof evidence Source: Phil Davies Impact to Insight Meeting, ODI, 2005

12. The six lessons

13. 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

14. Some IE Examples • Progresa-Oportunidades (2004) • IFPRI – Mexican Government • Direct impact on programme • Popularised RCTs • Deworming in Kenya (2004) • International Child Support Africa + Kenyan Government • JPAL • Microcredit in Bangladesh (2008) • Highly contested • Political controversy re Microcredit

15. The six lessons

16. Thepolitical context – political and economic structures and processes, culture, institutional pressures, incremental vs radical change etc. Theevidence– credibility, the degree it challenges received wisdom, research approaches and methodology, simplicity of the message, how it is packaged etc Thelinksbetween policy and research communities – networks, relationships, power, trust, knowledge etc. An analytical framework External Influences Socio-economic and cultural influences, donor policies etc

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

18. The six lessons

19. Policy and social entrepreneurs Storyteller Networker Researcher Fixer Engineer

20. The six lessons

21. To maximise impact you 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

22. Any questions?

23. RAPID Outcome Mapping Approach

24. Different time, different approaches Media strategy Online communications Develop a network or partnership Academic research communications Policy advocacy coalition More research

25. Different roles and functions Oxbridge The Media Applied research centers in Universities Internal think tanks, ideological centers, interest groups, NGOs, lobbies “Independent Think tanks” Consultancies Chief scientific advisors, Academic/Opinion leaders Political parties .

26. Types of policy change Procedural changes

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

28. 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 The links between policy and research communities – networks, relationships, power, competing discourses, trust, knowledge etc. The RAPID Framework External Influences Socio-economic and cultural influences, donor policies etc

29. Political economy analysis

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

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

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

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

34. OUTCOME MAPPING:Building Learning and Reflection into Development ProgramsSarah Earl, Fred Carden, and Terry Smutylo http://www.idrc.ca/en/ev-9330-201-1-DO_TOPIC.html Outcome Mapping

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

36. Force Field Analysis Your influence on the force Your influence on the force Negative forces Positive forces MEF Funds Plan: Minister of Trade puts forward pro-poor trade and complementary policy programme to the cabinet by April 2008 5 4 4 5* Time CSOs 1 5 1 3 ? Public demand ? 2 2 ? ? ? ? ? ? ?

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

38. 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? SWOT Analysis

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

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

41. 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? 15 minute team debrief, conducted in a “rank-free” environment.

42. Other tools • AIIM • Stakeholder analysis • Influence Mapping • Social Network Analysis • Force Field Analysis • RAPID Framework • Drivers of Change • Power Analysis • SWOT • Influence Mapping • Force Field Analysis Start by defining your policy objectives – constantly review them during the process • Progress Markers • Opportunities and Threats timeline • Policy Objectives • AIIM • Force Field Analysis • Log Frame (flexible) • Outcome Mapping • Journals or impact logs • Internal monitoring tools • Force Field Analysis • Policy entrepreneur questionnaire • SWOT • Internal performance frameworks • Publications, public relations • Media and events • Negotiation and advice • Develop a network or coalition • Research

43. Resources • Bridging Research and Policy in International Development. An analytical and practical framework. ODI/RAPID Briefing Paper 1. 2004 - http://www.odi.org.uk/resources/details.asp?id=159&title=bridging-research-policy-international-development-analytical-practical-framework • Helping researchers become policy entrepreneurs. How to develop engagement strategies for evidence-based policy-making. John Young and Enrique Mendizabal. ODI Briefing Paper 53. 2009 - http://www.odi.org.uk/resources/details.asp?id=1127&title=become-policy-entrepreneur-roma • 3ie Clinic IE Case Studies - ????? • Tools for Policy Impact: A Handbook for Researchers, ODI Toolkits, September 2004 - http://www.odi.org.uk/resources/details.asp?id=156&title=tools-policy-impact-handbook-esearchers • Tools for Knowledge and Learning: A Guide for Development and Humanitarian Organisations ODI Toolkits, June 2006 - http://www.odi.org.uk/resources/details.asp?id=153&title=tools-knowledge-learning-guide-development-humanitarian-organisations • Problem-driven governance and political economy analysis, Good Practice Framework, Verena Fritz, Kai Kaiser, Brian Levy, World Bank 2009 - http://www.odi.org.uk/events/docs/3791.pdf • DFID Political Economy Analysis How To Note – July 2009 - http://www.odi.org.uk/events/docs/3797.pdf • Outcome Mapping: Building Learning and Reflection into Development Programs. Sarah Earl, Fred Carden, and Terry SmutyloIDRC http://www.idrc.ca/EN/Resources/Publications/Pages/IDRCBookDetails.aspx?PublicationID=121 • Knowledge to Policy. Making the Most of Development Research. Fred Carden. IDRC 2009. http://www.idrc.ca/EN/Resources/Publications/Pages/IDRCBookDetails.aspx?PublicationID=70 • 3ie/ODI Policy Impact Toolkit - http://policyimpacttoolkit.squarespace.com/

44. Any questions?