POWER ANALYSIS & POWER MAPPINGCALP webinarDec 2013

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Agenda

• Re-cap on HCH, power and context analysis• Gender & Power• Power mapping

Brief theoryTop tips on doingShare toolsCase studiesModels CALP participants have used. What’s

worked? What’s been challenging?

• Introduce institutional & process mapping

Re-cap on HCH, power and context analysis

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Re-cap context/power analysis/HCH

• Putting power at the centre of our thinking: political power, economic, psychological, religious and cultural and who & what drives change

• Transformative change – i.e. sustainable changes in power relationships in the lives of poor people

• Achieving change involves using power and affecting power relations and putting power at the centre of all our influencing strategies

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When do you analyse your context?

• At the beginning to ensure your programme: - takes account of the external context - establishes why change is necessary and what that change

should be (your ToC)

• Once you have established your main change objectives and who the specific targets of your influencing work are – go deeper

• Be alert to changes in the external environment throughout your influencing work

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When analysing the external context it is important to:• Grapple with complexity

• Deepen our understanding of power, power relationships, institutions

• Understand the interaction between political and economic processes and the trends in distribution of power and wealth – (see political economy analysis)

• Work out your theory or theories of change in order to decide HOW to go about your programmes and WHO to work with

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Your context

• What are the important local and national changes happening in your context?

• What are the main obstacles (attitudes and beliefs, institutions, economic or political players) to change?

• Which of these changes are most relevant (whether positive or negative) for poor and excluded people?

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Power and Change Cycle

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Understanding Power

Understanding power is fundamental if you are to understand how change happens.

What is it? Who has it? How it is exercised?

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Dimensions of Power - Is decision-making?

•Visible •Hidden – e.g. operates behind the scenes•Invisible - based on ideology or beliefs. Who decides what’s ‘normal’?

•Made in closed groups (formal or informal)•With invited parties•Created (e.g. when less powerful actors set up own structures and set own agendas)

And made at what level – household, local, national, global

Examples

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Power and Gender

Power Mapping

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Power Mapping

What is a 'power analysis map’? Why do one?

• Understand the networks and relationships between people and institutions – who has the direct power to deliver the change you want, who can influence them?

i.e. • Who makes decisions concerning your objective?• How are these decisions made?• Who can influence the decision making process and

those with the power to bring about the change you want?

• Allies and opponents? What are their interests?

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Top tips

Remember:

• Make your stakeholders specific to your objective i.e. ‘targeted’ & ‘prioritised’

• Your analysis of an institution needs to be subdivided in to named individuals so

a) you can be specific and

b) there may be allies/champions, opponents/blockers, floaters or targets within one institution

• Think about how power can shift and change

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Power Mapping cont.

• More than way to cut a cake!

• So a few different tools to establish:

- the stakeholders for your advocacy objective(s)

- their degree of power to deliver the change you want - who has influence over who.

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Power Power mapping grid

High Influence

Medium Influence

Low Influence

Blocker Floater Champion

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A visual power map

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Examples from the CALP Group

Institutional or Political Economy Analysis and Process Mapping

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Analysing policy and decision-making processes

• Underlying processes of decision making, and how policy is developed and decided on

• The technical processes e.g. how budgets processes or service delivery works

• The less tangible issues of social exclusion, gender relations and historical legacy in decision-making

• National and sub-national relationships

• Laws and regulations

• Ideology and cultural/religious values that effect decision-making

• Global drivers

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Institutional analysis

• The formal and informal ‘rules of the game’ and how they are embedded in organisations and processes

• Some institutions will need to be ‘taken as given’, and therefore understood better so can work with or around them

• Some can be changed – and therefore you need to understand them in order to work out how

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Process maps

• Help illustrate the network of flows of decision making, resources or information

• Help identify bottlenecks and constraints

• Help analyse opportunities for changing processes to make them more efficient or effective

• Help us work out how formal and informal institutions affect:

• how things are intended to work • how they actually work

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An example: small scale mining licensing procedure

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Organisational mapping of the budget process for urban sanitation in Senegal

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DFID’s Political Economy Analysis: How To Note

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Power analysis & power mapping as part of your programme’s advocacy and campaigning

• Put it at the core of any successful campaign strategy development.• Dispel the myth—power analysis is not the same as power

mapping • Integrate it at all the stages of strategy development • Analysis happens within the media – so be on top of it!• Ideally all members of the team should be part of power analysis

(programme officers/managers, communications staff, advocacy/campaigns staff, MEL)

• “Share the love” of power analysis (allies, partners, experts). • High maintenance: constantly update and review• Don’t hesitate to block initiatives that are not based on rigorous

power analysis• Don’t overdo it – rigorous but light!

Questions AND NEXT STEPS