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Page 1: Stakeholder Engagement and Communication Plan … International Initiative for Impact Evaluation Stakeholder Engagement and Communication Plan (SECP) Summary box Review title 3ie GRANT

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International Initiative for Impact Evaluation

Stakeholder Engagement and Communication Plan (SECP)

Summary box

Review title

3ie GRANT CODE (e.g. SR5/1582)

Authors (specify review team members who have completed this form)

Focal point (specify primary contact for SECP within your review team)

Focal point email and skype contact information

Total budget allocated for SECP activities

Rationale for the SECP 3ie was set up in 2008 with a global mandate to improve the evidence base for what works, how, why and at what cost in international development policies and programmes in low- and middle-income countries (L&MICs). Part of that mission is to focus on funding studies and reviews that are policy-relevant and useful to decision-makers. 3ie supports high-quality, methodologically sound systematic reviews in recognition of the limits of single-study results and the value of synthesising evidence rigorously. 3ie recognises that evidence alone does not have much impact. Many factors feed into whether or not evidence is taken up and used. 3ie has developed the stakeholder engagement and communication plan (SECP) to help review teams plan and implement activities that we know strengthen the demand for review results and help increase the likelihood that they will be known, understood and used to improve policy and practice. The SECP is designed to contribute to reviews’ policy-relevance and uptake. It is crucial that engagement with key stakeholders starts early on in the review process and continues throughout its lifecycle.

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Building policy relevance and uptake into your review in three steps: 3ie helps ensure policy-relevance and uptake and use by decision-makers using a three-step process.

STEP 1: Application

By the time you receive this SECP template, you will already have completed step 1. In your application you will have presented a strong rationale for the policy-relevance of the review questions and explored how they reflect the enduring policy challenges that the developing world is facing. You will also have provided details on the review’s policy objectives and target audiences.

STEP 2: Setting up the advisory group

You are required to set up an advisory group to ensure your review’s relevance for policymaking and programme implementation. The setting of an advisory group is covered by the Advisory Group (AGG) note and not by this document. Setting up an advisory group is a condition for second tranche disbursement.

STEP 3: Developing a stakeholder engagement and communication plan

Step 3 is covered in detail by this document. Building stakeholder interest in your review should be a process of ongoing engagement. To be effective, engagement and communication starts from the beginning of the review process. With the help of the advisory group and 3ie, your SECP should help identify how you will maintain and maximise stakeholder interest during the course of the review. The SECP is designed to support you and your designated ‘champions’ in communicating these main messages about the review throughout the review cycle:

Why your review is important to the development sector and to key audiences identified

What the key questions are in this sector and which of them the review aims to address

Your preliminary findings and how you will consult with key audiences regarding them

Your final findings and recommendations and how you will consult with key audiences regarding them

The plan includes sections designed to help do the following:

identify relevant stakeholders using mapping tools

articulate strategies for engaging with them

plan communication activities

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The submission and approval of the SECP is a condition for second tranche disbursement.

A) Stakeholder analysis This section aims to help you identify stakeholders beyond the advisory group to whom you can reach out in order to promote the review, share preliminary analysis, identify gaps and areas for more work and encourage use of your review findings. It is worth remembering that your own network or known champions might not be the most important for this review. Please try to identify specific individuals, or at a minimum, organisations that might be most relevant. You should avoid identifying broad categories such as the general public (unless associated with specific media outreach plans).

ADDITIONAL RESOURCES/TOOLS Stakeholder analysis (World Bank,

http://www1.worldbank.org/publicsector/anticorrupt/PoliticalEconomy/PDFVersion.pdf)

Social network analysis (ODI-FAO,

http://www.foodsec.org/DL/course/shortcourseFK/en/pdf/trainerresources/PG_SNA.pdf)

Alignment Interest influence Matrix (ODI, www.odi.org.uk/.../428-presentation-4-method-

alignment-interest-influence-matrix.ppt).

Stakeholder Engagement and Communication Plan checklist: Required sections

The following is a checklist outlining the content you need to fill out before submission of your SECP

form.

Summary box

Table 1: Stakeholder analysis

Table 2: Key stakeholder engagement plan

Table 3: Event participation planning

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The stakeholder analysis requires you to do the following,

Exercise 1: Identifying stakeholders

Create a long list of all relevant stakeholders that you can think of. These should be additional to those included in your advisory group. Some points to bear in mind:

- Your own network or known ‘champions’ might not be the most important for this review - Leverage your advisory group to identify a wider pool of stakeholders - Identify specific individuals, or at a minimum, organisations that might be most relevant - You should avoid identifying broad categories such as the general public (unless

associated with specific media outreach plans).

Exercise 2: Mapping stakeholders on a continuum of relevance

As a first step, map the identified stakeholders below on the continuum of relevance. Put those who are less relevant to the left and those that are more relevant of the right. Relevance is to be seen as the individual’s ability to influence programme design or trigger change in response to study findings.

List all relevant stakeholders

Asses the influence of the

identified stakeholders

Assess the

interest-access

nexus of the

identified

stakeholders

Fill out box 1 based on

exercises 2 and 3

Exercise 1

Exercise 2

Exercise 4

Exercise 3

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Exercise 3: Mapping identified stakeholders on interest and access matrix

Drawing predominantly on those stakeholders you categorised as ‘more influential’, use the tool

below to map them according to interest and access. The tool below is designed to help map

stakeholders who will be interested in your review’s research questions and as well as those

who are sceptical, or even antagonistic.

In the matrix, INTEREST aims to map the identified stakeholders’ interest in the research

question. It is possible that you might have stakeholders who are influential, but do not have an

expressed interest in the review. ACCESS aims to map your access to the identified

stakeholder. The higher the access, the easier it will be to approach the identified stakeholder to

get inputs and share findings.

Interested in

research

AND high access

Interested in research

BUT low access

Not interested or

even against

research BUT high

access

Not interested or even

against research AND

low access

STUDY TEAM

Less influential More influential

HIGH

ACCESS LOW

ACCESS

INTERESTED

NOT

INTERESTED/

AGAINST

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Exercise 4: Analysis

Drawing on exercises 2 and 3, for each of the stakeholders that you have identified, provide the requested information in the table below, adding rows where required. If you have identified an organisation but have problems identifying a particular person within that organisation, please ask your SRO liaison for help. Use the interest and access matrix to help fill out Table 1 Note:

1. For organisational names, please provide English equivalent of foreign names, as well as the original where possible

2. Please do not abbreviate or use the acronyms of the names of stakeholder organisations

Table 1: Stakeholder analysis

Interested in research AND high access

Stakeholder name

(person and organisation)

Why is this stakeholder

important?

Provide a brief background on stakeholder’s

high Interest in research question and your

high access to them.

Not interested or even against research BUT high access

Stakeholder name

(person and organisation)

Why is this stakeholder

important?

Will you work to get them interested in the

review? If yes, how?

Interested in research BUT low access

Stakeholder name

(person and organisation)

Why is this stakeholder

important?

Will you work to increase your access to them?

If yes, how?

Not interested or even against research AND low access

Stakeholder name

(person and organisation)

Why is this stakeholder

important?

Will you work to get them interested in the

review? If yes, how?

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B) Stakeholder engagement plan

Having identified a set of key stakeholders for your review, you should also give some thought to how you will engage with them over the course of the project. The engagement plan in Table 2 is intended to map out when and how you intend to engage with key stakeholders.

Pick six or so key stakeholders from those identified already, using your stakeholder analysis to help. Use the table below to provide information on how you will engage with each of them over the course of the review. Please copy and paste the box below for each key stakeholder identified.

Table 2: Key stakeholder engagement plan (copy and paste the table as needed)

1. Key stakeholder name and organisation (individual and their organisation, as identified in Table 1 above)

2. What basic activities will you undertake to build a relationship with the stakeholder (for example, emails, calls, meetings and presentations)?

3. What are the milestones in your research when you will share progress with the review? (Suggested key times include title registration, protocol, preliminary results and final report)

4. What communication tools or knowledge products will you be using? (As well as the review outputs such as the title or protocol, communication tools can include briefing notes, policy briefs, and presentations that summarise the research issue, its policy relevance, key questions being asked and the progress thus far)

C) Communication plan This exercise helps you identify opportunities for engaging with your main audiences regarding the review’s progress. It should cover more general activities you plan to undertake to engage at a sector-wide level – including, for example, engaging with communities of practice working in the relevant sector, professional associations, media and attending international fora. Plan for the entire lifecycle of the review, not just once the review is completed. This plan will support your communication (and that of your champions) of key messages throughout the review’s cycle. In drafting a communication plan, you should consider,

Why your review is important to the development sector and to key audiences identified

What the key questions are in this sector and which of them the review aims to address

Your preliminary findings and how you will interact with key audiences regarding them

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Your final findings and recommendations and how you will interact with key audiences regarding them

Please remember, dissemination is not the same as communication or policy engagement and influence. 3ie would like the findings of this review to be disseminated via a number of different channels and not just academic journals or a brief or a report. Directly engaging with as wide an audience as possible and building trust relationships with people in positions of influence can help promote the reviews’ findings. Use the table below to provide a list of events and activities that the review team will participate in as part of the communication plan. It should include events you plan to attend, presentations you will give, blogs, magazine articles, and any other efforts to communicate about the review’s progress (beyond provision of the contractually agreed deliverables). If the team have already undertaken communication activities, please include them here. Provide dates (approximate if no exact date) and location if applicable. Add any additional lines as necessary. Table 3: Event participation plan (expand the table as needed)

Event/activity name (including location)

Date Likely audience

Deadline for registration

Deadline for submission of proposals/ abstracts

Communication material in run up to the event

D) Next steps

Your Stakeholder Engagement and Communication Plan (SECP) should be drawn up in collaboration with your advisory group. Please note that SECP activities should be ongoing over the course of the review. You should use the Progress Report document that you submit to qualify for each tranche payment to provide updates on completed SECP activities, new partners and new activities over the course of the review.