Strategies and tools

Policy reform is often characterized by interested parties attempting to exert influence of the reform process, albeit at different stages of the process and often for different reasons. Strategies and tools to analyse and understand the location, strength, and stakes involved in these attempts to promote, alter or reverse policy reform initiatives constitute a key to better understanding and influencing reform outcomes.

Major reform processes are generally determined by governments, nevertheless, social security institutions have an important role to play, not least of which concerns the implementation of policy and managing the related operational and administrative issues. More than being mere implementing agencies, social security institutions are also important actors with their own interests, values, and ideas. Furthermore, the implementation of a major reform may not proceed in a step-by-step linear direction, as there may be need to adjust strategies in mid-stream to take into account changing circumstances and implementation difficulties. In such a complex environment, strategies to shape policy outcomes and the potential roles of policy research, analysis, communication and networking in particular are vital.

The policy reform process and outcomes can have a major effect not only on the financial sustainability, but also on the political and social legitimacy of social security programmes and their institutions. This raises some fundamental questions:

• What is the role of social security institutions in the policy reform process?
• How can social security institutions best manage their involvement in this process?
• To better engage with the reform process, what strategies and tools are at the disposal of social security institutions?

What can social security institutions do?

In a world where policy reforms and associated institutional and legislative changes are commonplace, social security institutions find themselves confronted with various challenges. Addressing these successfully requires not only an understanding of 'good practice' solutions but also of techniques to avoid the potential bottlenecks, traps, and impasses that can accompany the policy reform process. Information and examples of 'good practice' on the strategies and tools that help social security institutions better manage social security reform processes provide not only a better understanding of the nature and complexity of the challenges, but also a more expansive idea-set with which to respond appropriately. In this way, social security institutions may be better equipped to engage actively with the reform process.