This document summarizes a workshop on communicating research to policy processes. The workshop aims to: 1) Increase understanding of how research can inform policy and the role of policy briefs. 2) Produce an outline policy brief for each research project to be finalized after the workshop. 3) Build skills in communicating research effectively to maximize its uptake and impact.

1. AERC POLICY BRIEF
WORKSHOP
Research and Policy Processes
2015

2. TO INCREASE
UNDERSTANDING
of research to policy
processes, and the role of
Policy Briefs in this process
TO PRODUCE an outline policy brief for each research
project, to be finalised after the workshop
TO BUILD CAPACITY AND
SKILLS in communicating
research to maximise uptake
and impact

3. Day 1
• Research communications & policy process
• Understanding audiences
Day 2
• Crafting effective messages
• Policy briefs structure and form
Day 3
• Social media for research

4. • See on the wiki

5. Housekeeping rules

6. “Success depends on knowing what works”
Bill Gates, (Bill & Melinda Gates Foundation ($33.5bn 2009)
“In development research, to get a new discovery
into policy and practice is just as important as the
discovery itself.”
Maureen O’Neil, President and CEO International Development
Research Centre
Donor countries spend over US$2bn annually on
development research and are increasingly asking
the question: “Is this value for money?”
RAPID Programme, 2003
WHY COMMUNICATING RESEARCH MATTERS?

7. RESEARCH COMMUNICATION EXPLAINED

8. THE ONGOING MYSTERY OF GETTING RESEARCH INTO USE

9. THE LINEAR MODEL
Research report on
results of research
conducted
Summary research
report disseminated at
conferences
Relevant policy changed
to reflect research
results
Implementation/Practice
changed

10. Health
CSO
Local
government
Agriculture
CSO
Local
traditional
authorities
International
agricultural
NGO
National
think tank
International
think tank
Ministry of
Agriculture
Ministry of
Health
Ministry of
Women’s
Affairs
Ministry of
Environment
and Water
WHO
National
Agricultural
Research System
International
health NGO
Fig 3: a systems model of evidence and policy
A SYSTEMS MODEL

11. Monitoring and
Evaluation
Agenda
Setting Decision
Making
Policy
Implementation
Policy
Formulation
POLICY PROCESSES ARE...
Civil Society
Donors
Cabinet
Parliament
Ministries
Private
Sector
Source: ODI

12. Source: Cartright and Hardie;
‘Evidence-Based Policy: a
Guide to doing it better’, 2012
Political
Expediency
Effectiveness
Resources
Values and
Policy Context
Choice of Goals
Side effects
Costs & Benefits
EVIDENCE

13. Known - simple
Cause and effect is known:
best practice guidance can
be issued.
Domain of yes / no
answers to questions
Do you think the policy outcome is...
...doyouthinktheknowledgeis...
contested established
contestedestablished
Issues are ‘knowable’ and can be
researched: cause and effect can
be established. Domain of
expert knowledge, questions can
be answered with the right
information.
Knowable - researchable
Chaotic
Issues are chaotic – new
evidence causes confusion
rather than clarifies. No
cause and effect can be seen.
Cause and effect can only be
seen in retrospect and do not
repeat. Nobody is ‘the
expert’: we’re not even sure
we have the right question,
never mind the answer.
Complex, emergent
STRUCTURING POLICY ISSUES
Multiple
interpretations
Adapted from the Cynefin
knowledge management
framework. See Shaxson, L (2009)
Structuring policy problems for
plastics, the environment and
human health: reflections from the
UK. Phil. Trans. R. Soc. B 364,
2141-2151. doi: 10.1098/rstb.
2008.0283

14. Discursive
changes
Procedural
changes
Content
changes
Attitudinal
changes
Behavioural
changes
1. Discursive changes: These refer to changes in the labels or narratives
of policy actors. They reflect a new or improved understanding of a subject --
even if it does not imply an effective change of policy or practice.
2. Procedural changes: changes in the way certain processes are
undertaken e.g. the incorporation of consultations to closed processes, or
small changes in the way that national policies are implemented in the field.
3. Content changes: changes in the content of policies including
strategy papers, legislation and budgets. These are formal changes in the
policy framework.
4. Attitudinal changes: changes in the way policy actors think about a
given issue. This is important where key stakeholders have high influence but
lack interest in a policy area or are not necessarily aligned with the policy
objectives of the programme.
5. Behavioural changes: These refer to more durable changes in the
way that policy actors behave (act or relate to others) as a consequence of
formal and informal changes in discourse, process and content.

15. MANAGING THE ENABLING ENVIRONMENT
Systematic mapping of
the political context is
necessary to improve the
success of knowledge-
policy interactions.
Understanding the role
and behaviour of actors
is important (i.e.
interplay of actor
interests, values and
credibility and the power
relations that underpin
these.)
Research needs to be
complemented by other
forms of knowledge,
based on local conditions
and practical experience.
‘Knowledge
intermediary’s’ needs to
think through a range of
possible approaches to
ensure their role is
effective (i.e. theory of
action)

16. HE ODI RAPID FRAMEWORK
ENCOURAGES structured questions about the
context, actors, prevailing narratives and extent
of evidence use.
EMPHASISES importance of ‘policy windows’
and building up influence within the policy
process .
HIGHLIGHTS all the other factors besides
quality of research.
Source: http://www.odi.org.uk/rapid/tools/Toolkits/Policy_Impact/Framework_qus.html

17. PUTTING IT INTO PRACTICE
What researchers
need to know
What researchers
need to do
How 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

18. Practitioners
are aware of
findings from
research
Practitioners
accept the
research
findings
Practitioners
view the
research
findings as
locally
applicable
Practitioners
view the
research
findings as
doable within
the local
context
Practitioners
act on the
research
findings
Practitioners
adopt the
research
findings
Practitioners
adhere to the
research
findings
BE CLEAR ABOUT WHAT YOU’RE TRYING TO
INFLENCE/INFORM

19. “But this is the simplified version for the general public…”
START WITH WHAT YOUR AUDIENCE NEEDS TO
KNOW….NOT WHAT YOU WANT TO TELL
THEM…
Source: IFPRI food policy guide 2005

20. RECEPTION
• reception means that research has been received by an individual lands on the desk, but the findings might never be read.
COGNITION
• The next stage occurs when research is read and understood
REFERENCE
• When research changes way of thinking – provokes a shift in an individual’s“frame of reference”, for example in terms of defining key problems and priorities
EFFORT
• Research has shaped action: some effort has been made to get the findings adopted, even if this is ultimately unsuccessful.
ADOPTION
• Adoption means that research has had a direct influence on the actual policy
IMPLEMENTA
TION
• While research may have been used to develop policy, at this stage it has also been translated into practice on the ground
IMPACT
• Utilisation of research when the implemented policy is successful in producing tangible benefits to the citizens.
.
.
BE PRACTICAL ABOUT WHAT YOU CAN ACHIEVE..
Source: Adapted from Knott and Widavsky 1980 and
Glasziou and Haynes 2005 adapted in Nutley, Walter and
Davies 2007,