How WE can help you

Every organization is unique, we have a team of experienced practitioners to help facilitate change in public agencies, tailoring the tool to your needs.

We believe that context matters for organizational change in the field of knowledge to policy. This framework is a lens through which to understand a government agency's context and to identify the best entry points for change.

We have worked directly with government agencies, as well as supporting larger projects and consortiums aimed at improving knowledge use in policymaking.

We have experience leading an entire organizational change process, as well as focusing on one dimension of change, such as organizational capacity.

We value adaptive approaches: the framework is flexible so that it can be adapted to each organisation’s individual needs and complexities.

Through a combination of workshops, interviews, surveys and document reviews – using innovative tools and methodologies – we can work together to systematically identify and prioritise a pathway to change.

We can take you through a four-step process to lead and sustain a culture of knowledge use. The six framework dimensions are considered at each stage. 


1. ASSESS

Stop for a second. Take a picture of where your organisation is right now. How is knowledge being produced and used to inform policy?

Our facilitators will work with you to do this through a combination of:

2. DECIDE

Once you have taken stock of where your organisation is right now – its strengths, weaknesses, challenges and opportunities – you’re ready to think about the biggest priorities for change, as well as what's feasible.

Prioritizing is never an easy exercise. It requires a realistic look at your organisational priorities, capacities, resources and processes.

We will help you to focus on the critical entry points for change. Depending on the type and extent of options for your organisation, we will select the right tools to prioritise. Example tools include:

3. ACT

Once you have agreed your focus areas, it’s time to identify some concrete actions to achieve the desired change.

This could take the form of a detailed operational plan. Or it could be a simple list of actions to explore in current projects or to integrate into existing processes.

We will help you decide what works best for you, and who within your organization needs to be part of the change design.

While respecting the unique culture and processes of each organisation, we will share good practices from other government agencies that have successfully enhanced their use of knowledge in policymaking. Example tools include:

4. REFLECT

Throughout the change process it is important to monitor, evaluate and learn (MEL) from what you are doing. MEL can take many forms – we will provide you with appropriate tools and methods to identify, document and apply what you are learning. This includes: