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Analyze results
Choose the best option Establish the policy Implement the policy Undertake evaluation
Courses of action are defined based on three overlapping areas: political context, evidence, and the links between policy and research communities.
Political Context
Political structures and processes, institutional pressures, prevailing concepts, policy streams and window, etc.
Links
Policy makers and other stakeholders, relationships, voice trust, networks, the media, and other intermediaries, etc.
Evidence
Credibility, methods, relevance, use, how the messages is packaged and communicated, etc.
More communications that include simple, unexpected, concrete, credible, and emotional stories;
The right incentives;
Engineers.
Researchers must work in multidisciplinary teams with others who possess the needed skills.
How to Do It
Political Context
Who are the key policy makers? Is there a demand for research and new ideas among them? What is the policymaking environment (i.e., structures, processes, legal and policy framework)? What are the opportunities and timing for input into formal processes? Get to know the policy makers, their agendas, and their constraints. Identify potential supporters and opponents. Keep an eye on the horizon and prepare for opportunities in regular policy processes. Look out for, and react to, unexpected policy windows. Work with policy makers. Seek commissions. Line up research programs with high profile policy events. Reserve resources to be able to move quickly to respond to policy windows.
How to Do It
Evidence
What is the current theory? What are the prevailing narratives? How divergent is the new evidence? Establish credibility over the long term. Provide practical solutions to problems. Establish legitimacy. Build a convincing case and present clear policy options. Package new ideas in familiar theory or narratives. Communicate effectively. Build up programs of high-quality work. Action-research and pilot projects to demonstrate benefits of new approaches. Use participatory approaches to help with legitimacy and implementation. Establish a clear strategy for communication from the start. Conduct face-to-face communication.
How to Do It
Links
Who are the key stakeholders? What links and networks exist between them? Who are the intermediaries and what influence do they have? Whose side are they on? Get to know the other stakeholders. Establish a presence in existing networks. Build coalitions with like-minded stakeholders. Build new policy networks. Forge partnerships between researchers, policy makers, and policy end users. Identify key networkers and salesmen. Use informal contacts.
How to Do It
External Influences
Who are the main international actors in the policy process? What influence do they have? What are their aid priorities? What are their research priorities and mechanisms? Get to know the donors, their priorities, and their constraints. Identify potential supporters, key individuals, and networks. Establish credibility. Keep an eye on donor policy and look out for policy windows. Develop extensive background on donor policies. Orient communications to suit donor priorities and language. Try to work with the donors and seek commissions. Contact key individuals regularly.
It also calls for short- and medium-term step-changes that can be monitored to ensure that the priority stakeholders are moving in the right direction and responding to the efforts of the change program.
Tools include the logical framework (flexible); outcome mapping; journals or impact logs; and internal monitoring tools. Tools include the policy entrepreneur questionnaire; strengths, weaknesses, opportunities, and threats analysis; and internal performance frameworks.
Develop a Strategy
Tools include force field analysis; communication strategies; advocacy campaigns; the network functions approach; structured innovation; and research strategies.
Overseas Development Institute. 2009. Helping Researchers Become Policy Entrepreneurs. Briefing Paper. Available: www.odi.org.uk/resources/download/1127.pdf
Further Reading
ADB. 2008a. Linking Research to Practice. Manila. Available: www.adb.org/publications/linking-research-practice ADB. 2008b. Posting Research Online. Manila. Available: www.adb.org/publications/posting-research-online ADB, 2008c. Outcome Mapping. Manila. Available: www.adb.org/publications/outcome-mapping Overseas Development Institute. 2004. Bridging Research and Policy in International Development. Briefing Paper. Available: www.odi.org.uk/resources/download/159.pdf John Young and Enrique Mendizabal. 2009. Helping Researchers Become Policy Entrepreneurs. Overseas Development Institute. Briefing Paper. Available: www.odi.org.uk/resources/download/1127.pdf Harry Jones and Simon Hearn. 2009. Outcome Mapping: A Realistic Alternative for Planning, Monitoring, and Evaluation. Overseas Development Institute. Background Note. Available: www.odi.org.uk/resources/download/4118.pdf
Principal Knowledge Management Specialist Knowledge Management Center Regional and Sustainable Development Department Asian Development Bank
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