Rhetoric or reality? Cross-sector policy implementation at the UK government Department for International Development

International development discourse emphasises collaboration, partnerships and cross-sectoral approaches, but to what extent is cross-sector policy implemented in practice? This article presents findings from research into cross-sector policy implementation at the Department for International Development (DFID) in the UK and Nepal. Discussion focuses on examining and explaining the contradictory nature of the data gathered and a possible model of cross-sectoral engagement is presented in response to the findings. In conclusion, DFID was found to have made some significant attempts to implement cross-sectoral policies but, for a number of reasons, DFID's cross-sector policies have not been fully implemented

Political Economy of International Climate Finance: Navigating Decisions in PPCR and SREP

This working paper explores how countries can build their own 'climate finance readiness' by understanding their internal political economy and use that understanding to steer consensus-based decisions on climate finance investments. For climate finance to be effective, national leaders must build shared commitments. This involves considering the arguments, incentives and power dynamics at play to ensure priorities are more equitable and representative of a broader group of stakeholders. Doing so will also help to reduce the risk of implementation delays. This paper uses case studies from Bangladesh, Ethiopia and Nepal to explore how narratives and incentives within the political economy drive climate investment outcomes under the Pilot Programme for Climate Resilience (PPCR) and the Scaling up Renewable Energy Programme (SREP). It draws from broader analysis of the discourses around these investments, including 80 interviews with government; multilateral development banks (MDBs) and other stakeholders

A Normative Model For Strategic Planning

Abstract The thesis proposes a normative model for strategic planning using stakeholder theory as the primary theoretical framework. Development of the normative model is achieved by analysis of the literature and corroborative engagement with local government practitioners. Strategic planning processes in public sector agencies involve many challenges; the processes are directed by government but influenced by many stakeholders who have an interest in the outcomes. Effective management of the strategic planning process suggests it is important for organisations to identify how stakeholders use their status and position to influence the process and final decision. Organisations can then apply the appropriate processes to manage stakeholders‘ interests and expectations to improve the quality of information used to inform decision making and to improve accountability and transparency of decision making. A review of stakeholder theory identifies the fundamental requirements for effective stakeholder management. A further comprehensive review and analysis of the literature from sustainable development and strategic management allows a normative model for decision making to be developed based on those perspectives1. The model is then used to specify criteria for a targeted assessment of New Zealand government documentation and local authorities‘ statements and processes. 1 A model can be viewed as a likeness of something ((Frankfort-Nachmias & Nachmias, 1997). Frankfort-Nachmias and Nachmias go on to say that models are used to gain insight into phenomena that the scientist cannot observe directly. Hardina (2002) describes models as constructs used to understand or visualize patterns of relationships among concepts, individual, groups and organisations. In this case the final normative model is made up of literature and practitioner perspectives of reality. A Normative Model for Strategic Planning The scope and boundaries of the thesis are established through an initial analysis of four studies (international and New Zealand), an audit report, 28 local authorities‘ documents and New Zealand government legislation. The analysis highlights issues of understanding devolution, accountability, responsibility and participation in decision making. Selected local authority interviewees rate the characteristics and processes of the original normative model to provide feedback on the relative importance to local authorities‘ strategic planning processes. Furthermore, the interviewees share their views on the additional requirements to further improve the model. The final analysis distinguishes the differences between the original normative model (what may occur), how local authorities currently complete strategic planning (what does occur) and the modified normative model (what should occur). The thesis concludes with a modified normative model which if adopted by local authorities (or in fact other public sector agencies) has the potential to improve strategic planning through more effective stakeholder management

Multichannel in a complex world

The proliferation of devices and channels has brought new challenges to just about every organisation in delivering consistently good customer experiences and effectively joining up service provision with marketing activity, data and content. A good multichannel strategy and execution is increasingly becoming essential to marketers and customer experience professionals from every sector. This report seeks to identify the key issues, challenges and opportunities that surround multichannel and provide some best practice insight and principles on the elements that are key to multichannel success. As part of the research for this report, we spoke to six experienced customer experience and marketing practitioners from large organisations across different sectors. In Multichannel Marketing: Metrics and Methods for On and Offline Success, Akin Arikan (2008) said: ‘Because customers are multichannel beings and demand relevant, consistent experiences across all channels, businesses need to adopt a multichannel mind-set when listening to their customers.’ It was clear from the companies interviewed for this report that it remains challenging for many organisations to maintain consistency across so many customer touchpoints. Not only that, but the ability to balance consistency with the capability to fully exploit the unique attributes of each channel remains an aspiration for many. The proliferation of devices and digital channels has added complexity to customer journeys, making issues around the joining up of customer experience and the attribution of value of key importance to many. Whilst senior leaders within the organisations spoken to seem to be bought in to multichannel, this buy-in was not always replicated across the rest of the organisation and did not always translate into a cohesive multichannel strategy. A number of companies were undertaking work around customer journey mapping and customer segmentation, using a variety of passive and actively collected data in order to identify specific areas of poor customer experience and create action plans for improvement. Others were undertaking projects using sophisticated tracking and tagging technologies to develop an understanding of the value and role of specific channels and to provide better intelligence to the business on attribution that might be used to inform future investment decisions. A consistent barrier to improving customer experience is the ability to join up many different legacy systems and data in order to provide a single customer view and form the basis for delivery of a more consistent and cohesive multichannel approach. Whilst there remain significant challenges around multichannel, there are some useful technologies allowing businesses to develop better insight into customer motivation and activity. Nonetheless, delivery of seamless multichannel experience remains a work-inprogress for many

Governmental financial resilience under austerity: the case of English local authorities

The increased uncertainty, volatility and complexity arising from the economic crisis and the context of austerity require governments to put greater emphasis on flexibility, adaptability and a long-term perspective in their financial management. Through a multiple case study analysis of 4 local authorities, this report adopts the conceptual lens of financial resilience to explore the main shocks undergone by local authorities over the last 10 years and the related responses and capacities, with a specific focus on the recent 2008 crisis and current context of austerity. The analysis suggests relevant implications for policy makers and managers

Organic Action Plans. Development, implementation and evaluation. A resource manual for the organic food and farming sector

In 2004, the European Action Plan for Organic Food and Farming was launched. Many European countries have also developed national Organic Action Plans to promote and support organic agriculture. As part of the EU funded ORGAP project (“European Action Plan of Organic Food and Farming - Development of criteria and procedures for the evaluation of the EU Action Plan for Organic Agriculture”) a toolbox to evaluate and monitor the implementation of national and European Action Plans has been developed. In order to communicate the results of this project as widely as possible, a practical manual for initiating and evaluating Organic Action Plans has been produced. This manual has been created to inspire the people, organisations and institutions involved, or with an interest, in the organic food and farming sector to engage in the initiation, review, revision and renewal of regional, national and European Organic Action Plans. The objectives of the manual are to provide: • a tool for stakeholder involvement in future Action Plan development and implementation processes at EU, national and regional level • a guide to the use of the Organic Action Plan Evaluation Toolbox (ORGAPET) developed through the project The manual summarises the key lessons learnt from more than 10 years experience of development, implementation and evaluation of Organic Action Plans throughout Europe. The Organic Action Plan Evaluation Toolbox (ORGAPET), which includes comprehensive information to support the Organic Action Plan development and evaluation process is included with the manual as a CD-ROM, and is also accessible on-line at www.orgap.org/orgapet. The ORGAP website www.orgap.org provides a further information on the project and the European and national organic action plans. Published by: Research Institute of Organic Agriculture (FiBL), Frick, Switzerland; IFOAM EU Group, Brussels Table of contents Foreword 1 1 Introduction 3 1.1 About this manual 3 1.2 Organic farming – origins, definition & principles 6 1.3 Development of organic food & farming in Europe 8 1.3.1 Organic food and farming regulation in Europe 10 1.3.2 Policy support for organic food and farming in Europe 11 2 Organic Action Plans – what are they about? 16 2.1 Why Organic Action Plans? 16 2.2 European Organic Action Plan 21 2.3 Overview of national and regional Organic Action Plans 23 3 Planning and implementing Organic Action Plans 28 3.1 Policy development 28 3.2 Defining organic sector development needs and potential 31 3.3 Defining policy goals and objectives 34 3.4 Involving stakeholders 40 3.4.1 The case for stakeholder involvement 40 3.4.2 Identifying relevant stakeholders 42 3.4.3 Participatory approaches for stakeholders involvement 44 3.5 Decision making: selecting, integrating and prioritising relevant measures 46 3.5.1 Deciding on policy instruments and action points 47 3.5.2 Priorities for action – allocating resources 50 3.6 Implementing Organic Action Plans 52 3.7 Including monitoring and evaluation of Organic Action Plans from outset 56 3.8 Managing communication 58 3.9 Development of Action Plans in countries that joined the EU in 2004 and later 59 4 Evaluating Organic Action Plans 61 4.1 Principles of evaluation 61 4.2 Conducting an evaluation 64 4.3 Evaluating Action Plan design and implementation 70 4.3.1 Evaluating programme design and implementation processes 70 4.3.2 Evaluating programme coherence 72 4.3.3 Evaluating stakeholder involvement 74 4.4 Evaluating Action Plan effects 78 4.4.1 Developing and using indicators for evaluation 78 4.5 Overall evaluation of Organic Action Plans – judging success 85 4.6 Evaluating Action Plans in countries that joined the EU in 2004 and later 89 5 Organic Action Plans – the Golden Rules 91 5.1 Key elements of Organic Action Plan development 91 5.2 The Golden rules for Organic Action Plan 93 References 96 Annex Detailed synopsis of ORGAPET 10