INASP- ODI Research – Policy Symposium

1. INASP- ODI Research – Policy Symposium A practitioner´s understanding of the key factors in play to promote evidence based policy processes Nicolas Ducote, CIPPEC Oxford, November 16th, 2006 Av. Callao 25, 1° • C1022AAA Buenos Aires, Argentina - Tel: (54 11) 4384-9009 • Fax: (54 11) 4371-1221 • info@cippec.org • www.cippec.org

2. Index • The Basics of Policy Process -------------------------------------------------------------------------------------------------------------- • 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? -------------------------------------------------------------------------------------------------------------- • 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

3. Generic Policy Processes

4. 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

5. 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

6. WHEN is evidence best put to use? • Agenda setting • Policy design and formulation • Implementation (practical knowledge) • Monitoring and evaluation

7. Private Sector CSOs (think tanks & CSOs) Universities, Scientists and Research Centers Agenda setting Problem definition & options Policy choice selection Policy design Implementation Policy evaluation Politicians & Bureaucrats Media Intl. Org. & Donors Source: adapted from Yael Parag

8. 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

9. 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

10. 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

11. 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

12. What researchers 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? • 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 • Who are the stakeholders? • What networks exist? • Who are the connectors, mavens and salesmen?

13. 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

14. Recommendations There is a set of key institutional and contextual elements that organizations should analyze and work on to enhance their policy impact: • 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

15. Recommendations 2. Sustainabilityof 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

16. Recommendations 3. 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.

17. Recommendations 4. 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

18. Recommendations 6. 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