Transcript Presentation

Understanding the policy making
context and identifying problems
and solutions
Day 1
Slide 1
Research Communication
Session 1
Slide 2
Supply
Capacity of researchers and research
intermediaries to carry out research
and communicate it to policy makers
Demand
Capacity of policy makers and
influencers to access, evaluate and use
research information
Slide 3
Infiniteview
Science Policy
Research
informed
policy
Policy for
research
Some common myths
about research and
policy…
Slide 5
Politicians need to
Politicians need to
understand what
know that SCIENCE
science is and how
IS THE ANSWER
it can help them
Slide 6
ben110
TheThe
problem
problem
is…is…
policy
makers
researchdo
gets
notdone
demand
but
it remains
quality evidence
on the shelf
Slide 7
tuffy0317
The problem is…
The problem is… there
scientists and policy
are not enough skilled
makers speak a
intermediaries
different language
Slide 8
Acacia learning forum
Mapping the Policy-Making Process
Session 2
Slide 9
Elements Of The Policy-Making Process
 Agenda-setting
 Decision-making (Identify Policy Alternatives)
 Policy Formulation
 Policy Implementation
 Monitoring & Evaluation
Slide 10
Linear Policy-Making Process
Agenda Setting
Monitoring & Evaluation
Decision Making
Policy Implementation
Slide 11
Policy Formulation
1. Agenda-setting
 Two aspects of competing agenda issues:
o Public Agenda Issues - merit public attention
o Formal Agenda Issues – merit decision makers
attention
 To gain the attention of :
o Public
o Media
o Policy-makers
 To influence policy change
Slide 12
2. Decision-making (Identification Of Policy
Alternatives)
 Identification of possible solution = new policy
 Amendment of existing policy
 A complex process influenced by many factors:
o Time constraints
o Personal interests of decision-makers
o Lobby-group pressure
o Donors etc.
 Despite these factors, researchers should push a
preferred solution forward
Slide 13
3. Policy Formulation & Implementation
 Policy is only as effective as its implementation
 Policy implementation bridges the gap between
research and policy
 Factors that may impact implementation phase:
o Bureaucratic incompetence
o Bureaucratic resistance
o Inadequate resources, expertise etc
o Inevitable policy modification
 Researchers need to identify implementation
problems that policy-makers need to overcome.
Slide 14
4. Monitoring & Evaluation
 To assess policy compliance
 To increase potential to generate knowledge to
be used by future policy-makers
 Evaluation sources:
o Scientific advisers
o Consultants
o CSOs (unsolicited evaluation)
o International financial institutions
 Researchers can have a significant impact
Slide 15
Complex Policy-Making Process
Donors
Agenda
Setting
Monitoring
&
Evaluation
Civil Society
Policy
Implementa
tion
Private
Sector
Slide 16
Cabinet
Parliament
Decision
Making
Ministries
Policy
Formulation
Complex Policy-Making Process
 De-emphasizes an excessively linear view of a
policy
 Policy-making processes are complex, stages
are not always sequential
 Many actors: ministers, parliament, civil servants,
the private sector, civil society, the media etc
 All busily seeking to engage in the process
directly, and trying to influence one another.
Slide 17
In Summary
 Policy-making is a complex and dynamic process
 Key elements of the policy-making process:
agenda-setting, identification of policy
alternatives, policy-formulation & implementation
and evaluation.
 Researchers need to create a “window of
opportunity” to impact on policy change
 It is also important to build coalitions:
o in & around government, media, business
o Interest & advocacy groups
o Civil Society Organizations
Slide 18
Policy makers and policy
influencers- how do they
fit together?
Slide 19
lilahpops
Task: Mapping the policy-making process
 Four groups : Uganda, South Africa, Kenya &
Zambia, Ethiopia, Namibia, Rwanda
 Two activities:
o Try and map the policy-making process in
your country.
o Each group will then present its ideas to the
plenary, while others ask questions , try to
expand & develop the policy making map.
Problem Tree
Slide 21
A problem tree
allows us to
analyse:
• the causes (roots)
of a problem
•the core problem
• and its effects
(branches)
Slide 22
tykAmal
For example,
imagine we have
the problem that
Kirsty is always late
for work…
Slide 23
Creates
bad
impression
to partners
Work is not
completed
EFFECTS
Colleagues
feel annoyed
Kirsty is late
for work
Kirsty
is tired
Kirsty is
staying up
at night
surfing the
internet
Kirsty is
planning a
holiday to
Barbados
PROBLEM
Kirsty is demotivated
Funding
application
turned down
UK
government
spending
cuts
Training
workshop
went badly
Poor
facilitator
selected
Kirsty’s cat
was run
over
Wrong
participants
invited
CAUSES
Slide 26
Uninformed
public
Frustrated
scientists
Uninformed
policies
Bad Media
coverage
Poorly trained
journalists
Media
Agenda
EFFECTS
PROBLEM
Lack access
to scientists
CAUSES
No specialised science
communication
courses
Slide 27
Science not
valued
Scientists don't
trust journalists,
Slide 28
What is your key problem in
What
is
your
key
communicating with
policy
makers?
problem?
Task: create a problem tree for the key
problem that you have identified
•Use white cards for
effects and blue cards
for causes
•Think widely about
stakeholders involved
•Try to define the
problem as opposed to
the lack of a solution
Solution storming
Slide 30
Some solutions…
Training
Networking
Knowledge Brokering
Advocacy
Slide 31
Training
Slide 32
Zach K
Networking
Slide 33
Knowledge
Brokering
Slide 34
Advocacy
Slide 35
Solution storming
Think about the root causes in your
problem trees. What interventions
might address these?
Write a note about interventions you
have tried (green paper) and
interventions you would like to try
(orange paper).
Slide 36
Summary:
Understanding the policy making context
and identifying problems and solutions
• Research Communication: demand and supply
• Science Policy: research informed policy, policy
for research
• Mapping the Policy Making Process
• Identifying the Problem: the problem tree
• Finding Solutions to the Problem
Slide 37