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
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

• 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
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

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?

• 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

• 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

• Clear SMART objectives
• Identify the audience(s)
• SMART Strategy
• Identify the message(s)
• Resources staff, time, partners
• Promotion tools activities
• 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
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

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• 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