Abstract
Policy studies suggest that evidence-informed policymaking (EIPM) requires framing and persuasion strategies, and an investment of time to form alliances and identify the most important venue. However, this advice is very broad and often too abstract. In-depth case studies help make this advice more concrete. To understand the engagement strategies of influential policy actors, this case study examines the Ontario Poverty Reduction Strategy, a large-scale provincial policy touted as “evidence-based.” The study is based on interviews with elite policy advisors (n = 19) serving in different stages of the policymaking process. It shows that the elite advisors effectively used persuasion tactics, networking and longevity strategies to counteract a volatile political context and competing policy priorities. In light of the findings, this paper provides practical recommendations on how evidence producers can emulate such success in different contexts: understand formal and informal processes, master and exercise political acuity, and strategically establish networks with a diverse group of policy actors in order to effectively frame and communicate evidence.
Highlights
Children’s socio-economic status (SES) remains the most powerful predictor of their educational opportunities and outcomes (e.g., PISA, 2010; Campaign 2000, 2013; People for Education, 2013)
This paper focuses on clarifying the process of evidence-informed policymaking through examining the ways in which evidence was used to develop the Ontario Poverty Reduction Strategy (OPRS) in these two distinct stages
This study focused on examining the contextual conditions and strategic approaches that were favorable or limiting to evidenceinformed policymaking in the OPRS
Summary
Children’s socio-economic status (SES) remains the most powerful predictor of their educational opportunities and outcomes (e.g., PISA, 2010; Campaign 2000, 2013; People for Education, 2013). The pursuit of using evidence to inform policies has drawn considerable interest from public policymakers, academics, practitioners, and other stakeholders in nearly every area of the social services sector, leading to focused efforts in this endeavor. This culture of using evidence has led to shifts in the policy engagement activities of particular stakeholder organizations (e.g., from advocacy to research efforts), in the attempt to establish and maintain legitimacy in the policy arena (Laforest, 2013)
Sign-in/Register to view highlights & summary 
Published Version (
Free)
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
