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This blog is part of a webinar series, which shares lessons from OTT’s work as part of a project providing technical advisory support to EdLabs work to strengthen evidence use in education policy funded by the Jacobs Foundation. In collaboration with four EdLabs in Côte d’Ivoire, Ghana, Switzerland, and Colombia, Jacobs Foundation is working on enhancing evidence use in education policy and practice. This blog series features analysis and commentary from both OTT internal and external experts.
In our previous piece on sustainability, we noted how policy labs can lose focus over time, drifting away from their original purpose. To maintain their impact, it is essential for these labs to shape their national or sector-specific research and learning agendas. Our review for the Jacobs Foundation highlights that Edlabs – innovative collaborations designed to inform education policy – must secure their place within the evidence ecosystem by actively guiding these agendas.
What is a research and learning agenda (RLA)?
A research and learning agenda is a strategic framework that guides long-term research efforts. It is a living document, updated as new evidence emerges or program directions shift. Beyond setting clear goals, an RLA enhances a lab’s effectiveness and commitment to sustainability. In a policy and political context, it helps individuals and governments communicate their priorities, unifying diverse ideas and initiatives into shared objectives.
Developing a research and learning agenda can be challenging. Key considerations include navigating disagreements on priority areas, crafting questions that resonate with both researchers and non-experts, and finding strategies to increase demand for evidence from ministries.
These and other considerations in designing a research and learning agenda were explored during our third webinar, as part of our ongoing work with Jacobs Foundation. +
We were joined by Frejus Thoto, Executive Director of ACED, who shared insights from ACED’s experience in developing a food security research agenda in Benin. In this article, we share key lessons and guiding principles for designing research and learning agendas, drawing from ACED’s experience and our ongoing work in the field.
What to consider when designing an RLA?
The importance of setting one’s research agenda cannot be overstated. When thinking about it, the following questions could help guide the process:
- Who determines the agenda?
- What should be prioritised and how?
- How to contextualise the agenda?
This webinar provided insights into how to address these fundamental questions. The process of developing a relevant and inclusive RLA is painstakingly time-consuming and costly due to stakeholder consultations. There will be disagreements and issues of legitimacy during prioritisation. To help guide this process, we’ve identified several key considerations that can help ensure the agenda is both relevant and impactful.
- Understand and engage with the context
Conducting a thorough diagnostic to understand how research can best inform public decision-making is the first step for any organisation. Identifying key moments such as when future programs or policies are decided, how budget discussions are conducted, and whether teams collaboratively review and debate findings before making decisions is essential to significantly influence how research findings are communicated and integrated into the decision-making framework.
- Nurture genuine engagement of critical stakeholders
Resolving prioritisation challenges hinges on achieving a shared understanding among all critical stakeholders – from various sectors, groups, and individuals – about the nature of the problem and the best approaches to address it. Collaboration is crucial for designing an agenda that secures a robust level of consensus and buy-in. +
- Ensure alignment with policy questions and objectives
Developing a research agenda begins with a fundamental question: “What is the problem?” As Pritchett and Woolcock (2002) emphasise in their work, directly addressing prevailing problems is crucial for shifting focus from externally prescribed solutions to those that meet internal functionality needs. This approach ensures that the issues addressed are locally defined, emphasising performance over compliance. Recognising that problems can vary – being structured or unstructured, among other types – is vital to balancing immediate and long-term research priorities.
- Prioritise local ownership and legitimacy
Developing a locally-owned RLA, though time-consuming and costly, is crucial for ensuring its relevance and effectiveness. This process demands thorough consultation with all relevant stakeholders to address potential legitimacy challenges. As Frejus Thoto from ACED notes there might be questions about a lab’s role in leading national agendas. To overcome these hurdles, labs should consider partnering with ministries to co-lead this process, thereby enhancing credibility and buy-in. Employing multi-criteria prioritisation prevents dominance by any single group and maintains a balanced approach.
- Maintain flexibility
Policymaking contexts are inherently dynamic, requiring research agendas to be as flexible and adaptative as possible. Such agility enables these agendas to effectively respond to emerging issues and adapt to changing circumstances. By proactively anticipating future trends and challenges, a research agenda can address potential issues before they escalate into critical problems, ensuring that policy responses are both timely and relevant.
- Be realistic about institutional capacity and funding opportunities
Understanding the organisation’s capacity, strengths, weaknesses, and opportunities is essential for effective research planning. This assessment aids in determining the optimal balance between in-house and externally commissioned research. It also informs decisions about team composition and the specific expertise required. Aligning these elements with the available budget allows organisations to strategically decide which research activities to conduct internally, and which to outsource, ensuring that resources are utilised efficiently.
In conclusion
While some of the principles outlined may seem intuitive, particularly for labs embedded within government departments, their importance cannot be overstated. These principles emphasise a deep understanding of the diverse contexts in which research agendas are set. Recognising the factors that facilitate a successful agenda, as well as those that pose challenges, is crucial for navigating the complexities of policy research effectively. By carefully considering these elements, labs can enhance their strategic impact and contribute more significantly to policy development.
You can read more about how to operationalise these principles here.