written by Salimah Samji
Reflection is a key part of the PDIA iteration process and as I have done in previous years (2017 & 2018) here’s a look back at what we @HarvardBSC achieved in 2019.
Some highlights of the year include: training and engaging with 740 practitioners around the globe (incl. degree programs, executive education, online courses and direct policy engagements with governments); publishing 9 papers and 54 blog posts; activating our PDIA online course alumni community of practice; releasing a new 12-part podcast series on the Practice of PDIA; translating our content into Spanish and French; and last but not least … drum roll please … launching Harvard Kennedy School’s first blended learning Executive Education program Implementing Public Policy, designed to equip policymakers around the world with both the skills to analyze policies, as well as the field-tested tools and tactics to successfully implement them.
2020 promises to be another exciting year for us. Here’s a few things we have in store for you: releasing our PDIA Toolkit in French, Portuguese and Arabic; publishing blogs written by our Implementing Public Policy program alumni; launching our new long read podcast series; and sharing our experience on creating and sustaining communities of practice with you. To stay tuned, follow us on twitter, or subscribe to our blog and podcast.
Here’s a month by month playback of 2019.
BSC Faculty Director Matt Andrews chaired the executive education program entitled, “Public Financial Management (PFM) in a Changing World” at the Harvard Kennedy School. 47 PFM practitioners from 25 countries participated in this program.
BSC collaborated with the Bloomberg Harvard City Leadership Initiative in their Cross-Boundary Collaboration Program held in New York City. Director Salimah Samji served as a City Team facilitator during this program.
Continue reading BSC 2019: The Year in Review
written by Matt Andrews
There are many views on what constitutes success and failure in public policy implementation. I have been chewing on these a lot over the last couple of years as I try to make sense of the challenges of implementation and of knowing when implementation is going well or not.
Here are some approaches I find useful in this work.
First, a large literature on project success is relevant in this discussion—because many public policies are implemented through project-like processes (with some studies even referring to the ‘projectization‘ of various policy domains, especially in international development). The project management literature tends to emphasize different types of ‘success’ in the implementation process (if you want to read more detail, I advise this article on the topic by Paul Bannerman):
(i) Process or project management success: the immediate performance of a project against its main design parameters—schedule (time), budget (cost), scope, and quality.
(ii) Product success: the extent to which a project delivered promised ‘products’, and if those products were used and considered useful by intended users (or beneficiaries).
(iii) Business or Strategy (or impact) success: whether a project solved the particular problem that warranted it in the first place, and—even more expansively—if the project better positions the community affected to address future problems or take future opportunities and benefits.
Another large literature on policy implementation offers related but also different ideas about ‘success’. A key article in this literature (by Bovens, ’t Hart and Peters 2001, which I cite below for those with interest) refers to two key dimensions of success: Continue reading Views of public policy implementation success and failure: Sharing my thoughts
written by Matt Andrews
Last week I blogged about the ‘public policy futility trap’ in which countries get stuck when a negative feedback loop institutionalizes itself in the public policy domain. Experiences of past policy failure erodes the confidence (of citizens and public officials) to deliver in future, which undermines the potential for positive future policy results, which in turn reinforces the view that government cannot ‘get things done’, and on and on and on.
I think many countries are stuck in this trap, where negative feedback loops frustrate effort after effort to improve government capabilities. Initiatives designed to help governments get things done tend to fail when no one (in the citizenry or government) actually believes government can get things done.
So, how do governments get unstuck?
This is the question we plan to address—in practice —through the forthcoming Implementing Public Policy executive education course (starting in May 2019). The answer we suggest is simple: challenge the existing negative feedback loop by promoting cases of implementation success that can become the basis of new positive feedback loops—that help citizens and officials believe that more is possible tomorrow than it was yesterday.
Continue reading How often do public policies really fail? A question to help you escape the policy futility trap
Need help decoding the acronym PDIA? Check out the PDIA anthem.
This Anthem uses the Instrumental from Mos Def – Mathematics. It was made by a very talented student as part of an assignment for Matt Andrews course entitled Getting Things Done in Development. We had never imagined that we could write a song about PDIA, let alone a rap. Thank you.
Let me hear you say P. D. I. A. …
We are delighted to release The DDD Manifesto as an outcome of the 2014 Doing Development Differently (DDD) workshop.
In late October, a group of about 40 development professionals, implementers and funders from around the world attended the DDD workshop, to share examples where real change has been achieved. These examples employ different tools but generally hold to some of the same core principles: being problem driven, iterative with lots of learning, and engaging teams and coalitions, often producing hybrid solutions that are ‘fit to context’ and politically smart.
The two-day workshop was an opportunity to share practical lessons and insights, country experience, and to experiment first hand with selected methodologies and design thinking. In order to maximize the opportunity to hear from as many people as possible, all presenters were asked to prepare a 7:30 minute talk — with no powerpoints or visual accompaniments. The workshop alone generated a rich set of cases and examples of what doing development differently looks like, available on both Harvard and ODI websites (where you can watch individual talks, see the posters or link to related reports).
The aim of the event was to build a shared community of practice, and to crystallize what we are learning about doing development differently from practical experience. The workshop ended with a strong call for developing a manifesto reflecting the common principles that cut across the cases that were presented. Watch the closing remarks here.
These common principles have been synthesized into The DDD Manifesto. We recognize that many of these principles are not new, but we do feel the need to clearly identify principles and to state that we believe that development initiatives will have more impact if these are followed.
As an emerging community of practice, we welcome you to join us by adding your name in the comment box of the manifesto.
written by Matt Andrews
I recently blogged about what matters about the context. Here’s a video of a class I taught on the topic at the University of Cape Town over the summer (their winter). It is a short clip where I try to flesh out the 4 factors that I look at when thinking about new policy: 1. Disruption; 2. Strength of incumbents; 3. Legitimacy of alternatives; and 4. Agent alignment (who is behind change and who is not).