Tools for policy engagement Helen Tilley Research Fellow - - PowerPoint PPT Presentation

Tools for policy engagement

Helen Tilley Research Fellow h.tilley@odi.org Research and Policy in Development (RAPID) programme Overseas Development Institute, London

TOOLS FOR POLICY ENGAGEMENT

STAKEHOLDER POWER ANALYSIS

1

STRESS TEST YOUR TOC

2

UNDERSTAND YOUR KNOWLEDGE ROLE

3

STAKEHOLDER POWER ANALYSIS

1

Alignment Influence Interest Matrix

1. Identify all stakeholders 2. Map them onto the alignment / interest matrix 3. Identify who has power 4. Identify who you can influence

Develop enthusiasm to address topic Learn in partnership Develop awareness and enthusiasm Challenge existing beliefs High

General level of alignment

Low Low High

Interest in specific topic

The Power Cube

Gaventa 2006

Alignment Influence Interest Matrix

Develop enthusiasm to address topic Develop awareness and enthusiasm High

General level of alignment

Low Low

Interest in specific topic

Forms of power Visible power: making and setting the rules Hidden power: setting the agenda Invisible Power: shaping meaning and values

7

Levels and spaces of power

8 What is the policy environment?

• What are the policy-making structures?
• What are the policy-making processes?
• What is the relevant legal/policy framework?
• What are the opportunities and timing for

input into formal processes?

Levels and spaces of power

STAKEHOLDER POWER ANALYSIS

1

STRESS TEST YOUR TOC

2

Theories of change

Global theories

• Large Leaps or Punctuated Equilibrium

theory

• Policy Windows theory
• Coalition theory or Advocacy Coalition

Framework

• Power Politics or Power Elites theory
• Regime theory

Tactical theories

• Messaging and Frameworks theory
• Media influence or Agenda setting

theory

• Grassroots or Community Organizing

theory

• Group formation or Self-Categorization

theory

• Diffusion theory or Diffusion of

Innovations

Stachowiak 2007

Underlying assumptio ns Behaviours we’d expect to see… Behaviours we’d like to see… Behaviours we’d love to see… Progress markers Impacts Theory of change Theory of action Theory of no change (Legacy) Project activities Indicators

Love to see

Like to see

Like to see

Expect to see

Like to see

Like to see

Expect to see

Like to see

Like to see

Expect to see

• A graduated set of statements describing a progression of

changed behaviours in an actor

• Describe changes in actions, activities and relationships

leading to the ideal outcome

• Articulate the complexity of the

change process

• More informative than a single

indicator

Progress Markers

EXERCISE: Progress markers

ACTOR:

ASSUMPTIONS CURRENT BEHAVIOUR EXPECT LIKE LOVE

INDICATOR

1. On each piece of flip chart paper, create the table 2. Name stakeholders or a different grouping of stakeholders 3. Fill out the cells for behaviour in each column (expect, like and love to see)

Exercise

Monitoring policy engagement

Types of indicators

• 1. Strategy and direction (are you doing the right thing?)
• 2. Management and governance (how good are internal systems?)
• 3. Outputs (do outputs meet required standards for the audience?)
• 4. Uptake (are people aware of, accessing and sharing your work?)
• 5. Outcomes and impact (what kind of effect or change did the work contribute to?)
• 6. Context (how does the changing political, economic & organisational climate affect?)

Pasanen and Shaxson 2016

Strategy and direction

#ROMAguide

• Is the ToC appropriate, logical and credible? How it is been developed? Has it

changed?

• Are project strategies aligned with the ToC, with each other, and have they been

adopted?

• How appropriate and relevant are programme strategies for meeting the goals of

the project?

• Are the right stakeholders being engaged? Is mapping key stakeholders conducted
• n a regular basis?

Strategy and direction

#ROMAguide

Assess by:

• reviewing reports, key

documents and strategies

• reviewing programme theories

and/or ToC and how it has been developed/adapted over time

• discussions in steering group or

management meetings

• employing your AIIM

Example indicators:

• the development and implementation of

key strategies and documents

• descriptions of changes and gaps in reports,

strategies and documents

• the extent to which strategy is responsive to

changes in context

• consistency of progress across components

and/or partners.

Uptake

#ROMAguide

• What outputs have been used by stakeholders and how?
• Where, how and by who is research being cited, referenced, downloaded

and shared?

• What is initial feedback from the users, influential stakeholders and/or

target audience?

• How are key stakeholders articulating demand for research?
• How can uptake be improved and strengthened?

Uptake

#ROMAguide

Assess by:

• direct feedback e.g. emails, calls
• web statistics
• feedback and user surveys
• social media
• attendance lists and feedback

from events

• reflection in learning and/or

annual partner meetings

• citation analysis

Example indicators:

• the number of downloads of documents
• the number and origin of website visits
• the number and quality of media

(traditional, social) mentions

• the number and diversity (and origin) of

citations

• the number of requests to speak at events
• the usefulness of seminars, stakeholder

meetings and other events

Outcomes

#ROMAguide

• To what extent has research influenced policy?
• To what extent has research shifted public agendas?
• How sustainable are observed changes likely to be?
• Are the changes mainly at individual or institutional levels?
• What differences are there in results seen in different contexts?
• Are there indications on capacity development in partners showing up as

improved practices or processes?

Outcomes: types of policy change

#ROMAguide

Type of policy change Examples Attitudes of actors to get issues onto the agenda How interested are policy actors in your issues? What evidence will convince them? Public opinion How are the public engaged in these issues? Capacity and engagement of other actors Who else is engaging? How influential are they? What can be done to involve others? Change in discourse What are the influential policy actors saying? What language are they using? Improvements in policymaking procedure/process Who is consulted? How is evidence taken into account? Change (or no change) in policy content What new legislation, budgets, programmes or strategies are being developed? Behaviour change for effective implementation Who is involved in implementing policies? Do they have the skills, relationships, incentives? Networks and systems for supporting delivery Are actors working coherently together? Are structures and incentives in place?

Outcomes

#ROMAguide

Assess by:

• capacity assessments
• structured stakeholder interviews
• bellwether interviews
• utcome mapping
• stories of change
• episode studies
• contribution analysis
• process tracing

Example indicators:

• the number and nature of shifts in policy

thinking

• changes in stakeholders interest, attitudes,

behaviour

• the number and nature of written

references to the research

• the scores in capacity assessments
• changes in language

STAKEHOLDER POWER ANALYSIS

1

STRESS TEST YOUR TOC

2

UNDERSTAND YOUR KNOWLEDGE ROLE

3

Influencing policy

#ROMAguide

Capacity and resources

WHAT KNOWLEDGE ROLE DO YOU PLAY?

• 1. Where you are now?
• 2. Where are your

partners?

• 3. Where you would

like to be?

• 4. Do you need more

support in some areas?

• 5. How does the

context influence your choices?

Shaxson 2012

1

Put use at the heart of your M&E and learning to make sure any enquiry will have a positive contribution

2

Be grounded in theory from the beginning and test each stage as you go.

3

Consider competing theories so as not to close down unintended effects

4

Embrace failure as just as good an opportunity to learn from as success

5

Invest in your monitoring and learning in proportion to the scale of your project: sometimes it is appropriate to use simple measures.

6

Be conscious of rhythms & spaces in which learning occurs: it happens at different paces and different levels.

Pointers for good practice

RAPID Outcome Mapping Approach

You’ll find videos from the authors and case studies on using ROMA in practice. www.roma.odi.org