Communications to achieve results

1. Communications to achieve results 26th March 2010, DC Enrique Mendizabal, ODI e.mendizabal@odi.org.uk

2. Complex decisions • What kind of influencing? • What do we aspire to? • Inspire • Inform or advice • Influence • Coerce • Value for Money

3. 10%

4. Outline • What are our functions/roles? • How do we influence? • How should we communicate?

5. Who are we? • 2 communities or 1 community? • Where do we fit in relation to others? • What are our functions/roles?

6. The gap between research and policy gap Research Policy Bridge

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

8. How do we work? “Oxbridge” The Media Applied research centres in universities Internal think tanks, ideological centers, interest groups, NGOs, lobbies “Independent Think tanks” Consultancies Chief scientific advisors, Academic/Opinion leaders Political parties

9. What functions do we play? • We promote the adoption and implementation of policies based on research.. But also: • Create and promote spaces for debate –sounding boards for policymakers • Develop the capacity and train future generations of policymakers • Legitimise and support narratives and policies • Channel funds into political parties and other partisan groups

10. How do we influence?

11. Discursive changes To achieve what? Procedural changes Content changes Attitudinal changes Behavioural changes

12. However: we made a choice • RESEARCH based influence

13. Why does this matter? And • Potential trade-off between visibility and substantive influence

14. Visibility and/or substance?

15. What actually matters? • According to Andrew Rich, substantive influence: • Length of the process • Where decisions are made • Interest groups • Involved in the problem definition Marketing strategies only matter in terms of positioning your experts in the right policy spaces

16. Visibility for what? • Visibility can be a good thing: • It can lead to more funds • It can lead to influence • But the visibility effort can undermine the capacity to bring about substantive influence

17. 1. There is no such thing as a free lunch

18. 2. Visibility can reduce credibility

19. 3. Researchers research

20. And I can VOTE 4. People can demand too Context and historical analysis Problem definition Policy recommendation

21. Maybe something like … Short term / demand driven analysis Funds Visibility Engagement with policy process for Long term, problem focus research Substantive influence

22. Some bottom line issues • We must command high quality research for substantive influence • We must reach policymakers (because long gone are the days when they came looking for research) • We must base our influence (including the process) on research • We must be credible • And we must be relevant to our context

23. Communicating for research based results • Recap: • Research based implies that the audience or the person influenced bases their decisions or behaviours on research • The type of organisation that we are affects the type of influencing approaches we choose (but don’t forget research) • Results are not hits on our website –they are substantive changes in ‘policy’

24. Questions?

25. Planning research based policy influence and communications

26. The RAPID Outcome Mapping Approach (ROMA) • We propose (but you do not have to follow) an approach based on OM that: • Provides planning tools that can be used to monitor progress, and • Focuses on learning

27. Presentation Outline • Introduction to RAPID and the 6 lessons of the study of policy influence in complex contexts; and key steps to develop a systematic policy influence strategy. Discussion of different types of policy objectives • Brief exercise to try to complete the outline of a plan

28. The six lessons

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

30. Experience & Expertise Pragmatics & Contingencies Judgement Lobbyists & Pressure Groups Evidence Resources Values and Policy Context Habits & Tradition What is most influential for policymakers? Source: Phil Davies Impact to Insight Meeting, ODI, 2005

31. Conclusions • focus more on policy than research • establish different incentives / culture • 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 To improve impact you may need to:

32. The ROMA and Communications More research Develop a network or partnership Media strategy Academic research communications Online communications

33. Before you even start • Win the battle over the problem • Mathew Taylor (Tony Blair’s policy advisor)

34. 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. The evidence – credibility, the degree it challenges received wisdom, research approaches and methodology, simplicity of the message, how it is packaged etc An analytical framework External Influences Socio-economic and cultural influences, donor policies etc

35. Policy Formulation Agenda Setting Decision Making Monitoring and Evaluation Policy Implementation The importance of the policy cycle

36. Social network analysis UNICEF Economic Policy Advisor Save the Children UK, Economic & Poverty Policy Officer DFID Social Development Advisor Amhara Regional State Budget Office Head Children & Youth Bureau Head, Ministry of Children & Youth Head of Social & Labour Affairs, Congressional Standing Committee Head of PRSP Technical Committee in Min. of Finance & Econ. Policy Division Head, Ministry of Education Children's Rights Club Representative Kebele Women's Association Federation Officer Amhara School PTA Representative Ethiopia Employers Association

37. Alignment, Interest and Influence Matrix (AIIM) High Map actors on the matrix Identify which are the most influential Who do you work with directly? 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

38. AIIM: some examples

39. Discursive changes Types of policy objectives Procedural changes Content changes Attitudinal changes Behavioural changes

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

41. 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

42. 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 The Three Stages

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

44. Project report • Summary • PPT • Press conference • Public launch • Articles on blog • Article in IBP newsletter • Radio Appearances • Illustrated brochure Publications strategy Media strategy Online strategy

45. Questions?

46. So, communications

48. Three ingredients of effective communication

49. The shoes of your audience

50. What is a message? • What do you want to say, and to whom? • Summarise the main point, argument or line of reasoning into one or two clear and accessible sentences • Messaging is about prioritisation, not about ‘dumbing down’ • Messages should be both clear and consistent,and should tell a coherent story