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

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

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

Agenda setting Problem definition & options Policy choice selection Policy designImplementation 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 knowWhat researchers need to doHow 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

Recommendations There 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

Recommendations 2. 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

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.

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

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