Interdisciplinary research with ODA impacts

Transcription

1 Interdisciplinary research with ODA impacts Sian Rowland Senior Policy Manager, International Development UK Research and Innovation Copyright details from left to right: The Pirbright Institute Thinkstock/Paul Cooper 2009 MRC Unit The Gambia HartRAO, M Gayland Thinkstock/Evenfh

2 What s coming up... Challenge-led and impact focused research Novel interdisciplinary approaches Genuine and equitable global partnerships Effective organisation and leadership General observations

3 Challenge-led and impact focused research

4 A different way of thinking... Discipline-led I m a carpenter; pay me to make these different things Challenge-led Pay me to build a bridge. I ll work with a carpenter, designer, engineer, river expert

5 Provides the opportunity to: Generate excellent and novel research Translate research into measurable development impacts Deliver a broad range of scalable impacts Develop a sustainable programme with a legacy beyond the initial investment

6 Novel interdisciplinary approaches

7 Interdisciplinary research excellence Excellent research capacity Capacity to think across, between, within SDGs Assemble new knowledge and insights across different research communities Strategically build on previous investments Image: British Academies

8 Intractable development challenges Multi-dimensional and complex challenges which: - Cut across SDGs - Are resistant to change - Are prone to fragmented responses - Cannot be solved by a single organisation, sector or discipline Why is your challenge intractable? Why have previous attempts been unsuccessful? Tackling these challenges will require: - Capacity to think across, between and within SDGs - Clear understanding of how different disciplines can contribute - An awareness of underlying factors and contexts How is your approach different? Why will it work this time?

9 Genuine and equitable global partnerships

10 Global Partnerships: Opportunities Multidisciplinary, transdisciplinary, transboundary partnerships can promote: Innovation Sharing knowledge and expertise Access to resources, field sites, infrastructure Capacity building Improved learning and practice Greater impact Image: Medium.com

11 Global Partnerships: Challenges Different priorities, interests, expectations, goals, schedules Different capacities and access to resources Different processes, structures Different legal and ethical frameworks Cultural differences Image: amitkalantrimagic.com

12 Equitable global partnerships Underpin the aims of GCRF, requiring: Co-development with international partners (academic and non-academic) Substantial, genuine and meaningful collaboration/engagement Full consideration of relevant developing country context Image: Inside Higher Ed

13 Equity: Asymmetric relationships LMIC UK LMIC UK LMIC UK Governance Coproduction of research Impact

14 Models of Engagement Safari science Northern researchers visit LMICs with own research agenda, collect samples/data, return to North and publish results Postal model - samples are collected by Southern partners who mail them to the Northern researcher Deficit model presumes that the South is deficient in knowledge/expertise/capacity and that the North is able to provide assistance Mutual benefit recognises that the collaboration provides benefits to both parties. Recognises that all partners provides unique and valuable contributions

15 What can cause inequalities in partnerships? Power imbalances Research agenda/priorities set by Northern partners with limited engagement of Southern partners Funds are held by the Northern institutions Project administration/management disproportionately influenced by Northern partners Resource disparities Limited access of Southern partners to infrastructure, facilities, technologies etc. Southern researchers may not have protected time for research Southern institutions may not have staff to manage collaboration agreements/ip etc. Local context Lack of appreciation for importance of indigenous knowledge Lack of safeguards to ensure outputs are owned/controlled by local stakeholders

16 What promotes equitable partnerships? Fairness, transparency, mutual responsibility, mutual benefit - maximise benefits and mitigate risks Joint agenda setting Regular communication avoid assumptions - mutual agreement on meaning and purpose of the work Fair recognition of interests and incentives of all partners Clarity of roles and responsibilities Build mutual trust transparency and accountability - decision making processes and budgets Invest time in the partnership building relationships is a long term process build time into the project and request funds for face to face meetings Regular reviews of health of the partnership Dispute resolution process

17 Advice of a DFID country adviser: partner, engage, represent Seek to create strong partnerships. In country researchers are likely to understand the problem; the political economy and opportunities for impact; they may have greater access Engage policy makers in country, but use their time wisely Engage with national processes & routine meetings for discussions on policy change; avoid stand alone meetings where possible Represent robust research and evidence relating to the challenge(s); don t lobby. Draw on the wider body of evidence Do the research conclusions pass real-world feasibility testing? What would be the cost benefit of implementing change?

18 Governance structure Agree a governance structure with your partners Things to consider - how will the partnership: Develop and agree research questions, research approaches and research methods Agree roles and responsibilities data analysis and interpretation, communication with funders, coordinating project comms etc. Access and sharing information decisions, budgets, data Manage ownership and control of outputs including data, results and intellectual property Determine authorship, conference attendance and interaction with stakeholders Disseminate results and outputs Manage and resolve conflict within the partnership Evaluate and monitor the health of the partnership How will the partnership end Image: growthbusiness.co.uk

19 Collaboration Agreements Collaboration agreements help to provide clarity, provide a framework for equitable partnership and promote transparency and accountability Collaboration agreements should include details on: Transparent budgets and payment schedules to each partner Roles and responsibilities of each partner, communication and leadership structure Description of the contribution of each partner to the project Authorship and use of findings including intellectual property Data management plan for accessing and sharing data by partners How the project will resolve any problems Adherence to the grant Terms and Conditions Image: legalbeagle.com

20 Guidelines and toolkits KPFE - A guide for transboundary research partnerships ESPA Research for development impact: The role of equitable partnerships Rethinking research partnerships: Discussion guide and toolkit (NGOs) Partnership assessment toolkit

21 Effective organisation and leadership

22 Organisation and leadership Shared values and goals Strong research and operational leadership Appropriate and effective monitoring and evaluation Ability to learn and adapt Image: FP Training

23 Why monitor, evaluate and learn? Accountability: Large investment of ODA funds Need evidence of serious efforts towards optimising GCRF to deliver economic development and welfare in LMICs. Learning: Innovation and adaptation in complex process Test assumptions and maintain focus on results Improve projects, adapt and refine Follow-on research questions Evidence on how GCRF research contributes to solving development problems.

24 Complex policy and practice landscape Multi-level governance: Local National Regional International Diverse, interrelated actors, state and non-state: Local authorities Sectoral ministries and regulatory bodies; Enterprises, commercial and private sector; Civil society, national and international; Research networks and systems; Multilateral organisations e.g. UN, World Bank. People women, men, children, families, communities Addis Ababa, 2016 Jennifer Leavy 2016

25 MEL in complex research programmes Theory-based approach theory of change. ToC provides an explanation of how the programme is supposed to work. Informs what to monitor regularly for progress. Frames evaluation of how and why programmes are working and/or not working for adaptation and improvement. Use ToC to build the MEL system not just for the proposal!

26 General observations

27 Observations from previous calls Don t Be esoteric.. or be superficial Trust me, I m an expert Play discipline bingo Collect unnecessary project partners Claim to solve global poverty Be insensitive to local context

28 Lessons from Grow Call Rework needed: Project management, including risk management Value for money is essential but so is making sure you have sufficient resources to deliver the project Governance Due diligence and funding assurance Monitoring and evaluation

29 General observations - Hubs outline stage Fit to call Proposals must be transformative and innovative Demonstrate that the programme is designed to address the challenge (not the other way round) International research partnerships In-country partners need to be appropriate, involved in the scoping, leadership, management and governance (and not just the delivery of the research) Be sensitive to ethical and equitable approach to international research partnerships Be realistic about global partnership Potential for Impact Clearly outline the pathways to impact including the key milestones/steps along the way Applicants need to demonstrate an understanding of the context (societal, cultural, political, historical, economic etc.) and how this might affect delivery of impact

30 Questions?