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An introduction to the RAPID Outcome Mapping Approach
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RAPID Outcome Mapping Approach
Simon Hearn, ODI16 April 2010Bern, Switzerland
Policy makers do not...
Identify the problem
Commission research
Analyse the results
Choose the best option
Establish the policy
Evaluation
Implement the policy
Monitoring and Evaluation
Agenda Setting
DecisionMaking
Policy Implementation
Policy Formulation
Policy processes are...
Civil Society
DonorsCabinet
Parliament
Ministries
Private Sector
Slide: John Young, ODI
Forms of influencing
AdvocacyAdvising
Lobbying Activism
Confrontation (outside track)
Cooperation (inside track)
Evidence / science based
Interest / values based
The six lessons
ROMA steps
Start by defining your policy objectives
RAPID
OutcomeMapping
An analytical framework
The political context – political and economic structures and processes, culture, institutional pressures, incremental vs radical change etc.
The evidence – credibility, the degree it challenges received wisdom, research approaches and methodology, simplicity of the message, how it is packaged etc
External Influences Socio-economic and cultural influences, donor policies etc
The links between policyand research communities – networks, relationships, power, competing discourses, trust, knowledge etc.
The AIIM tool
Develop enthusiasm to address topic
Learn in partnership
Develop awareness
and enthusiasm
Challenge existing beliefs
High
Gen
eral
leve
l of
alig
nmen
t Low
Low HighInterest in specific topic
1. Map actors on the matrix
2. Identify which are the most influential
3. Who do you work with directly?
Types of policy changeDiscursive changes
Procedural changes
Content changes
Attitudinal changes
Behavioural changes
Force Field Analysis
5*
3
?
?Total = ?
MEF
Time
?
?
Negative forces
4
1
2
?Total = ?
Funds
CSOs
Public demand
?
Positive forces
2
1
?
?
Your influence on the force
Plan:
Minister of Trade puts forward pro-poor trade and complementary policy programme to the cabinet by April 2008
4
2
2
?
Your influence on the force
SWOT Analysis• What type of policy
influencing skills and capacities do we have?
• In what areas have our staff used them more effectively?
• Who are our strongest allies?
• When have they worked with us?
• Are there any windows of opportunity?
• What can affect our ability to influence policy?
Strengths Weaknesses
Opportunities Threats
The Three StagesOUTCOME MAPPING:Building Learning and Reflection into Development ProgramsSarah Earl, Fred Carden, and Terry Smutylo
http://www.idrc.ca/en/ev-9330-201-1-DO_TOPIC.html
For example:
•Progress Markers•Opportunities and Threats timeline•Policy Objectives•AIIM•Force Field Analysis
For example:
•Force Field AnalysisFor example:
•Policy entrepreneur questionnaire•SWOT•Internal performance frameworks
For example:
•Log Frame (flexible)•Outcome Mapping•Journals or impact logs•Internal monitoring tools
For example:
•AIIM•Stakeholder analysis•Influence Mapping•Social Network Analysis•Force Field Analysis
For example:
•Publications, public relations•Media and events•Negotiation and advice•Develop a network or coalition•Research
For example:
•RAPID Framework•Drivers of Change•Power Analysis•SWOT•Influence Mapping•Force Field Analysis
Start by defining your policy objectives
