At Oxford Policy Management, we’ve been integrating the principles and frameworks from the Building State Capability course into our daily operations. Drawing on insights from Matt Andrews’ book, “The Limits of Institutional Reform in Development,” we’ve explored the practical application of problem-driven, iterative adaptation (PDIA), particularly focusing on the ‘triple A’ framework of authority, acceptance, and ability. Here, we reflect on our experiences applying this framework in projects conducted in Pakistan and the Occupied Palestinian Territories (OPTs).

Understanding the Triple A Framework: The ‘triple A’ framework consists of authority, acceptance, and ability, essential elements for successful reform. Authority pertains to the support required to enact policy change or strengthen state capacity. Acceptance refers to the willingness of stakeholders affected by reform to embrace change. Ability encompasses the practical aspects of reform, including skills, time, and funding. It’s crucial to assess the existing levels of these elements and identify gaps that need to be addressed.

Key Learnings from the Framework: In our projects in Pakistan and the OPTs, we applied the ‘triple A’ framework to navigate complex reform processes. We observed that true reform occurs at the intersection of accountability, authority, and ability. This framework helped us analyze our progress and adjust our strategies accordingly. We learned several valuable lessons:

  1. Reform is Dynamic: Progress in reform initiatives is rarely linear, and the levels of authority, acceptance, and ability are constantly evolving. Therefore, flexibility is essential in responding to changing circumstances and seizing opportunities for change.
  2. Flexibility is Key: Fixed objectives can hinder progress. Maintaining flexibility allows for adaptation to emerging opportunities and challenges. By identifying and addressing government priorities, reform efforts can gain momentum and credibility.
  3. Aligning the Three As: Efforts should be made to align authority, acceptance, and ability. Building trust, credibility, and legitimacy through early successes can enhance acceptance and authority. Leveraging external expertise and responding to changing political dynamics can also bolster authority.
  4. Seizing Opportunities: While changes in the reform environment may be beyond our control, it’s crucial to capitalize on opportunities when they arise. Rapid action in response to shifting circumstances can lead to significant progress, even in seemingly stagnant reform programs.

The ‘triple A’ framework provides valuable insights into the complexities of reform implementation. By understanding and addressing the dynamics of authority, acceptance, and ability, reform initiatives can navigate challenges and capitalize on opportunities for meaningful change.