INASP- ODI INASP- ODI Research – Policy SymposiumResearch – Policy Symposium

A practitioner´s understanding of A practitioner´s understanding of the key factors in play to promote the key factors in play to promote evidence based policy processesevidence based policy processes

Av. Callao 25, 1° • C1022AAA Buenos Aires, Argentina - Tel: (54 11) 4384-9009 • Fax: (54 11) 4371-1221 • info@cippec.org • www.cippec.org

Nicolas Ducote, CIPPEC

Oxford, November 16th, 2006

Index

The Basics of Policy Process

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WHY use evidence?

WHO is involved in the policy process?

WHEN can evidence be used in the policy process?

WHAT (is evidence used) FOR?

HOW is evidence put to use to influence policy processes?

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What are the main challenges faced by external actors to use evidence in policy processes?

What approaches are being used to face these challenges?

Conclusions and Recommendations

Generic Policy Processes

WHY use evidence in the policy process?

Some reasons for using evidence:

Using evidence can improve policy, which in turn can produce better social outcomes

Higher level / more quality of public debate

Allows for more rigorous testing of social hypothesis

WHO might use evidence?

Political actors (government and opposition) and bureaucrats

CSOs (think tanks and grassroots organizations)

Media

Universities, Scientists and Research Centers

International Organizations and Donors

Private Sector

WHEN is evidence best put to use?

Agenda setting

Policy design and formulation

Implementation (practical knowledge)

Monitoring and evaluation

Agendasetting

Problem definition & options

Policy choice

selectionPolicy design Implementation

Policy evaluation

Intl. Org. & Donors

Universities, Scientists

and Research Centers

Private Sector CSOs

(think tanks & CSOs)

Media

Source: adapted from Yael Parag

Politicians &Bureaucrats

WHAT (is evidence used) FOR?

Gain access to policy process

Provide legitimacy

Gain or sustain credibility / reputation

Integrate different parts of the policy process

Increase effectiveness of policy

Translate policy into people´s everyday concern

Communicate in accessible and meaningful way

HOW is evidence put to use?

Networking and building coalitions

Provide training

Suggest policy alternatives / comment on draft legislation

Organize public seminars

Publications / web / articles in the media

Lobbying

Work on projects

Involved in providing direct services

Main challenges

Staff lack capacity (to produce, process or communicate)

Lack of time / funds

Lack of knowledge

Policy process is inaccesible

Lack of credibility

Lack of usefulness

Corruption

Other

What approaches are being used?

Campaigning

Boomerang

Pilot projects

Increase capacity to map & understand politics and policy

Build trust and relationships with decisions makers

Gather relevant evidence (practical, credible, generalisable)

Communicate effectively

Evaluate, learn, build more capacity

What researchers need to do

What researchers need to know What researchers 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

Conclusions

Research is essential but… Other work is needed to ensure it contributes to the development and implementation. Clear lessons about how are emerging:

– Political context is crucial – understand it to maximize your chances– Figure out what evidence is needed and how to package it for policy makers– Collaborate with other actors

RecommendationsRecommendationsThere is a set of key institutional and contextual elements that

organizations should analyze and work on to enhance their policy impact:

1. Legitimacy and reputation (Whose needs & wants is the organization responding to? Civil society, government, business, rent-seeking groups?)

There is a variety of sources differing from type of org & context: Understanding of key stakeholder´s expectations Independence: diversified funding and quality of research/

professionalism Public purpose: open communications, free publications, public

interest goods and service Alliances and partnerships: analyze adv & disadv of each partner

RecommendationsRecommendations2. Sustainability of efforts

Put your wallet where your mouth is Funding: diversify sources (self generated revenues,

consultancies, donations, grants, trainings, etc.). Each source has an impact on reputation

Institutional vs project-based programs: advantages & disadvantages

Long term planning: continuity of certain research and policy lines, agenda setting power, influence of donors, policy needs, and individual researchers´ interests

Balance between structural and conjunctural approaches

RecommendationsRecommendations3. Strategic use of policymaking entry points

Clear and detailed context analysis (institutional and project-based)

Continous monitoring of policy agendas Timing (change in government, crisis, growth, etc.) and phases

of public policies Build solid relationships at the personal and institutional levels of

State agencies Use connectors and bridgers: board or staff with government

experience, international organisations, CSOs, etc.

RecommendationsRecommendations4. Effective research management

Mechanisms to ensure policy relevance (consultations, monitoring of government´s agenda, media coverage, etc.)

Methods to ensure quality control (peer reviews, external reviews, seminars and debates, etc.)

Deploy participatory processes: engage those affected in the begining, discuss results, joint dissemination, etc.

5. Management Executive management plays a leading role in defining agenda,

relationship with key policymakers, and communications

RecommendationsRecommendations6. Strategic and permanent communications

Involvement of executive management is crucial Strategy can be stakeholder-driven (know their resources and

interests), thematic-driven, tool-oriented (consistency and synergy), or project-focused

Ensure two-way communications (face to face and interactive) Balance between structural and ad hoc approaches Implement serialized or periodic communications tools Align personal, organisational and public discourses