1. Engaging with Policymakers: Users of Research 2016
Cathy Harris MBA, MInstKT
Research Engagement Manager
Extn 6755,
My role
End users of research – non academics
Impact – have they been on course yet?
Lots of other benefits to working with external organisations and we will discuss them during the morning.
Enough about me – let us now share some insights into your aspirations , challenges and views on engaging with externals.
Could I ask you please to introduce yourselves and in 2 mins only outline what you hope to get out of the course, Why you came , and why end users might be interested in your work.
CAPTURE
Summarise mins

2. Today
Policymakers as users of your research; who are they, understanding their needs and why they would want to work with you
How do you identify and make contact
Raising your profile and attending events
Additional information and tips
Q & A
So I hope this workshop will help you to …………………………..
We’ll have lots of opportunities for questions and interaction

3. Reflection
How does your research have wider application outside of academy?
Interactive session or homework : self conscious reflection to see that research has wide application outside of academy.
It teaches you to argue properly in Written argument is incredibly important , for anyone interested in leadership – you literally have to see the woods and not just the trees.
Learning to form cogent arguments and think big picture. To dig deeply and think a bit more widely, Take large problems – which are too big really to think about it all at once, breaking them into smaller problems.
Combination of logic and reasoning give help in solving non-technical problems also involves thinking in abstractions – taking special ideas or goals and finding then general principles behind them.
Equip you with ability to think logically, to evaluate arguments critically, and to challenge your own ideas and those of other people.
Focus on internal habits and culture that make individuals and teams excellent
Government and non-profit organisations - Amnesty International, Human Rights Campaign.

4. Policy makers
Don’t worry if you don’t understand the processes governing policymaking at first
Be aware of how your research may have context in local, regional, national or international policy
What is your key message with relevance for policy?
Policy is a plan of action or a measure developed in response to a perceived need, in order to achieve a
particular outcome.
Engaging policy-makers in your research doesn’t just mean making research results available. It also means helping them understand the implications and working with
them to decide how to respond, and what further research or other activity is needed.
For example, regulatory agencies often provide guidance or establish official rules and procedures (regulations); and governments introduce legislation to achieve a range of social, economic and environmental goals. 4

5. Mechanisms of engagement with Policymakers

6. Online Channels to Policy makers
Commons/Lords/Joint Select Committees
All–party groups
Government Departments

7. Others of influence
Think tanks
Lobbyists, Consultants, Interns

8. Tips Follow their guidelines
Depicting your capability in terms of their needs
Be succinct
Plan ahead, timing is important
Start a dialogue, offer help, suggest solutions – create a relationship
Understand their needs you will understand why your research and expertise will be useful
Think about:
What I have to offer
What do I want in return?
What value do I add as a potential solution to their challenges, and needs
Once you’ve met them you can think about further questions to develop the relationships
LISTEN:
Identify common ground and interests
Explore flexibility of mechanism to suite
The ability to talk and write clearly. You need to articulate technically detailed information, and you also need to write in a way that can help the general population understand what you're doing.“
Without being patronizing, imagine explaining a situation in a clear, direct narrative vs an incomprehensible slew of specialty terms.
Understanding ways in which they can work with you will help facilate discussions
keep to the point
. When making contact by , keep your message short. Summarise the key points, addressing why you are making contact and how you feel it is relevant to their aims »
write for a generalist audience
. Be alive to your use of specialist words/phrases that are not part of everyday language.
be as specific as possible
. Make explicit the ways in which your work links to practical issues the Government has to deal with.
Where possible, identify a contact in a specific policy area.
If you want to find out who is responsible for a policy area, ring the Department to find out.
plan ahead
. Be aware that policymakers are lobbied from multiple angles and often work in high-pressure, fast-changing environments. If you establish a relationship early in the research process, policymakers are more likely to be receptive to your findings when you’re ready to share them.
start a dialogue
. Try to connect with policymakers in a straightforward way, ask what’s most important to them in
their work, find out what their real priorities are.
avoid information overload
. Policymakers often work to very short timescales, needing information quickly and in an easily
readable format. Keep briefing papers short and foreground your findings.
understand the tensions
. ‘Thinking time’ is often a luxury for policymakers, which can make them keen to access new
sources of well thought through information. Nevertheless, the best evidenced policies may never see the light of day. Be not cast down! Also be aware that policymakers often have to be guarded with their thoughts, especially in sensitive or heavily scrutinised areas.
offer help, suggest solutions
. If you need to highlight a problem, be as diplomatic and understanding as possible.
timing is (sometimes) everything
. Parts of the policymaking process – like consultations – are time-critical. Check information on departmental websites. What are policymakers working on? What are they planning for the future?
don’t worry if you don’t understand the processes governing policymaking
, consultations, select committee inquiries and the like. Government insiders can find it baffling too. It’s best to ask and seek clarification
plan ahead, timing is (sometimes) everything
don’t worry if you don’t understand the processes

9. Advice and useful information
They are very busy and deal with enormous amounts of information which they need to assimilate quickly. They may summarise even more, so be prepared for what you see as some simplistic representation of your research.
State clearly who the submission is from, i.e. whether from yourself in a personal capacity or sent on behalf of an organisation, for example the submission could be headed ‘Written evidence submitted by xxxxxx’
Be concise – we recommend no more than 3,000 words in length
Begin with an executive summary in bullet point form of the main points made in the submission
Include a brief introduction about yourself/your organisation and your reason for submitting evidence
Have numbered paragraphs
Include any factual information you have to offer from which the committee might be able to draw conclusions, or which could be put to other witnesses for their reactions
Include any recommendations for action by the Government or others which you would like the committee to consider.

10. Advisors approach you Because of your profile
They seek out expertise that can help them
Your academic profile is important: Publications, Conference papers, press coverage, twitter, media profile etc
Publications
Web presence
Twitter & Social media
Press

11. Your profile Research profile and credibility Media profile
Establishing networks and relationships
Plan your public engagement
Before you start to make contact ensure your profile is up to date. They will look you up.
Make sure it look professional . That doesn’t necessarily meanstuffy – personal is OK too. But be very careful .

12. Attending events Develop a clear idea or set of objectives, keep focus
Research the attendees and sponsors before you go
Who do you want to listen to/speak with?
So what? What information/contact did you come away with and what is your plan to follow that up?
Objectives? Keep focussed Ask them ?
Showcase expertise
Engage with new audience
Gain insights from them – challenges for the sector
Rasing profile in that sector /space
Create potential research partnerships
Influence Policy Makers
Pitch for funding?
So the event was a success -
FOLLOW UP – an integral part of your planning. Not an add on. Who will do it. What needs to be planned before hand? What material do you need? What will they do? Timelines and tenacity

13. Follow up your contact
Keep in touch, even if nothing comes of your first discussions. Timing/funding may not have been right
Arrange face to face meetings ASAP
Understand mutual interests, tangible needs and identify opportunities
Communications routine, personal exchange
This is about creating and maintaining your relatyionships
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14. Key issues
Be clear what you want to achieve and what benefits your research bring to others
Maximize your profile
Takes time & effort – be proactive and have realistic timescales
Keep in touch and scan for opportunities
Get support and advice from colleagues and Research & Enterprise

15. Research & Enterprise
Questions Cathy Harris Research Engagement Manager