ReformCompass I The Strategy Instrument for Policy Reform

ReformCompass I The Strategy Instrument forPolicy Reform

Gütersloh, t. Monat JJJJ

22.04.2023

Key factors

• The ReformCompassThe ReformCompass takes structures and processes into account, systematizes central tasks and questions thus delivering an orientation framework for strategic action.

• The criteriaThree strategic criteria in particular decide on the success or failure of a reform: competence for appropriate solutions, credible communication (internal and external) as well as the capability to implement solutions.

• The phasesThe challenge lies in working out these three “C’s” equally over the entire process, i.e. from agenda setting, through to policy formulation and decision-making as well as implementation to (ongoing) impact evaluation.

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STRATEGIC CORE GROUP

AGENDA SETTING

FORMULATING AND DECISION-MAKING

IMPLEMENTATION

ONGOING IMPACT EVALUATION

COMPETENCE CAPABILITY TO IMPLEMENTCOMMUNICATION

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STRATEGIC CORE GROUP

Ensuring factual bases

Strengtheningcommunication abilities

Guaranteeingimplementation


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TASKS QUESTIONS

STRATEGIC CORE GROUP: Ensuring factual bases

• Include internal knowledge

• Secure access to external knowledge

• Develop personnel capacities

• Pay attention to a heterogeneous composition

• What knowledge is required? (Knowledge of the subject matter, administrative knowledge or experience with political processes?)

• Does the strategic core group have sufficient knowledge of the subject?

• How can internal know-how and internal knowledge be incorporated systematically?

• What access to external expertise is available? How can this be used and expanded?

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CAPABILITYTO IMPLEMENTCOMMUNICATIONCOMPETENCE

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TASKS QUESTIONS

STRATEGIC CORE GROUP: Strengthening communication abilities

• Adjust communication resources and competencies

• Coordinate communication and dialog

• Does the strategic core group have sufficient resources for communication?

• Does the strategic core group itself have enough communication knowledge and experience?

• Have stable communication channels been set up that ensure the internal and external flow of information?

• Has the strategic core group agreed on uniform core messages?• Are the communication instruments in line with each other in terms of

content and schedule?• Are there feedback mechanisms?

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COMMUNICATIONCAPABILITY

TO IMPLEMENTCOMPETENCE

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TASKS QUESTIONS

STRATEGIC CORE GROUP: Guaranteeing implementation

• Include network actors across departments

• Networking with stakeholders

• Plan decision processes

• Which actors give the reform more assertive power and should therefore cooperate in the strategic core group?

• Are there influential institutions with which cooperation or networking would be beneficial?

• How are stakeholders taken into consideration?

• Are there positions in the public which endanger the implementation?

• Which actors must definitely be gained?

• How are formal decision processes successfully coordinated?

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Picking up onfuture-related issues

Fostering a desire for reform

Calculating the chances of success

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TASKS QUESTIONS

AGENDA SETTING: Picking up on future-related issues

• Identify the need for reform early on

• Analyze the reform contents

• Clarify the direction of the reform

• What is the status of the current academic debate?

• Which long-term trends are forecast by academia?

• What internal knowledge is already available on the topic?

• What are the attitudes to this topic in one’s own faction and party?

• What are the interests of the population and what are the interests of the lobby groups?

• Do the reform contents affect basic social convictions (controversial)?

• Where can potential conflicting interests arise?

• What are the risks and what is the time requirement?

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TASKS QUESTIONS

AGENDA SETTING: Fostering a desire for reform

• Work out communication concept in order to create problem awareness, establish interpretation patterns and communicate central ideas

• Is the reform linked to the basic convictions of one’s own party?

• Have one's own party and the faction been informed?

• Has the reform issue already been discussed in public or must an awareness of the problems still be created?

• How can citizens, the media and also implementing actors be sensitized to the reform topic?

• Which media players, which multipliers can be won over as reform supporters?

• Which academic arguments can be used communicatively, and how?• Which numbers, data, facts, and cost information influence the public

debate?• Does the reform referred to social discussions and overarching values?• Are the positive effects highlighted?

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TASKS QUESTIONS

AGENDA SETTING: Calculating the chances of success

• Identify windows of opportunity

• Determine profiling opportunities

• Define negotiation corridors

• Does a current development open up a window of opportunity for reform that can be used?

• Is the public an important stakeholder or is it only partially interested?

• What are other actors doing? What interests do they pursue? What concepts do they have?

• How does the reform gain additional supporters?

• Does a future-related issue bring sufficient profiling potential for the actors and the party?

• What options do potential opponents have to torpedo reforms?• How high is the conflict potential of the reform topic?• How could opponents succeed in mobilizing the public against the

reform?• How wide are the negotiation corridors and what are the chances of the

reform succeeding?• What are the limits of one's own willingness to compromise? Are there

any exit scenarios?

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Formulatingreform plans

Buildingtrust

Obtainingmajority support

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TASKS QUESTIONS

FORMULATING AND DECISION-MAKING: Formulating reform plans

• Sound out options for action

• Evaluate alternative solutions

• Draft reform plans

• How was an existing problem solved in other countries?

• What do the experts and the implementing actors say? What are the facts?

• Are effectiveness tests meaningful and possible, for example, in the form of pilot projects?

• What are the options for action and alternative solutions?

• What is the advantage of a “grand reform” and what is the advantage of a reform undertaken in small steps?

• Is the schedule realistic?

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TASKS QUESTIONS

FORMULATING AND DECISION-MAKING: Building trust

• Communicate credibility

• Use clear and positive reform language

• Generate realistic expectations

• Establish dialog

• When is the appropriate point in time for communicating specific contents/topics?

• How do I bring my own party and employees on board?

• Are the winners and gains emphasized, and positive language used?

• Are the reform plans presented and justified as the best workable solution?

• Is it clear what is possible, what changes and what doesn't?

• Are milestones also communicated in addition to the overall goal?

• Should citizens be included and if yes, how?

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TASKS QUESTIONS

FORMULATING AND DECISION-MAKING: Obtaining majority support

• Choose negotiation strategies

• Win alliance partners and the public

• Manage political decision processes

• Has the government agreed on a reform draft?

• Was the formal legislation process planned?

• Do quick successes help to gain supporters?

• Have the key decision-makers been made offers for cooperation and profiling?

• Has it been decided whether negotiations will be carried out conflict- or consensus-orientated?

• Can potential reform proponents and the public be mobilized? Can reform opponents be brought around?

• Are all implementing actors on board?

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Ensuringquality results

Connectingwith citizens

Mobilizingimplementation actors

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TASKS QUESTIONS

IMPLEMENTATION: Ensuring quality results

• Ensure effectiveness

• Determine implementation steps

• Choose suitable management instruments

• Have the key goal of the reform and the implementation measures been concretely determined?

• How can the measures and performances be coordinated with the needs of citizens in day-to-day life?

• Do the implementing actors have sufficient resources? Can problems be immediately eliminated?

• Have detailed time plans, budgets and decision-making rules been prepared?

• Have management instruments, information measures, precepts and prohibitions as well as financial incentives been selected?

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TASKS QUESTIONS

IMPLEMENTATION: Connecting with citizens

• Ensure communication between citizens, the administration and politics

• Clarify the workability of the reform

• Ensure that processes are transparent

• Do the implementing actors have sufficient resources and competencies in order to convey contents to citizens in an understandable manner?

• Has continuous dialog with implementation actors been ensured?

• Are problems in implementation, suggestions and criticism openly discussed with those responsible for implementation?

• Are successes communicated to the public and are they perceived as such?

• Are problems mentioned openly and solutions presented at the same time?

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TASKS QUESTIONS

IMPLEMENTATION: Mobilizing implementation actors

• Clarify interactions with relevant actors

• Create clear responsibilities

• Are stakeholders able to influence the process?

• Does the administration have leeways for their decision-making?

• Are responsible persons nominated and competencies clearly regulated?

• Have schedules, budgets and content been determined with binding effects?

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Implementing controlmechanisms effectively

Allowingfeedback

Keepingoptions open

ONGOING IMPACT EVALUATION


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TASKS QUESTIONS

ONGOING IMPACT EVALUATION: Implementing control mechanisms effectively

• Choose suitable evaluation methods

• Evaluate these methods as part of the process

• Evaluate the costs and benefits

• Are the goals so clearly formulated that they can be reviewed and results and effects be measured?

• Are the level of target achievement, performances, costs and efficiency as well as processes evaluated?

• Has a systematic exchange between the implementation actors been established, such that an overall need for action can be recognized?

• Do the management instruments fulfill their purpose and are they accepted?

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TASKS QUESTIONS

ONGOING IMPACT EVALUATION: Allowing feedback

• Analyze public resonance

• Maintain dialog with relevant actors

• Pass on reform results according to the target group

• Are the opinions and suggestions for improvement of citizens and other stakeholders actively obtained and taken into account?

• How are suggestions for improvement and changes dealt with?

• Are successes disseminated specific to the targed group?

• Are negative results communicated together with suggestions for improvement?

• In which direction is the public debate developing?

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TASKS QUESTIONS

ONGOING IMPACT EVALUATION: Keeping options open

• Build up an early warning system

• Make adjustments flexibly

• Take into account changed configurations of actors

• Were review dates for reform successes determined in advance?

• Which criteria and decision-making rules should apply to the reform change?

• Are potential conflicts between the relevant actors being continuously sounded out in the ReformCompass?

• Does the composition of the strategic core group need to be adjusted?

• Is it necessary to adjust the implementation strategy?

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Thank you very much!

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Documents

ReformCompass I The Strategy Instrument for Policy Reform