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Annex 1: PolicyImplementation ToolsListed below are a variety of tools deemed usefulfor implementing policies that may help toadvance legal empowerment reforms:Advocacy/lobbying: These are attempts to influencethe outcomes of any policymaking system throughendorsements, publicity, discussions, etc.Best practices (collection and dissemination): Abest practice is a management idea that assumesthere is a technique, method, process, activity, incentiveor reward that is more effective at deliveringa particular outcome than any other technique,method or process. The idea is that with proper processes,checks, and testing, a desired outcome canbe delivered with lessproblems and fewer unforeseencomplications.Contextual analysis: This involves a system-widereview of economic, social, cultural, political, administrative,and institutional factors that affect theease of implementing a particular public policy in acountry, such as legal empowerment reforms.Community Mapping: A Community Map is a visualrepresentation of what the community perceives as itscommunity space. This includes showing the boundaryof the community as understood by communitymembers and all the elements recognised by themas part of their area. Most of the spatial informationis obtained through direct observation. The communitymembers themselves decide what does and doesnot go on the map. Some items of importance to thecommunity may not be noticeable to outsiders, suchas sacred sites or clan boundaries (ICMM, the WorldBank and ESMAP 2005).Competencies Assessment: Measuring and recordingthe skills of an individual or group is an essentialstarting point for any Legal Empowermentof the Poor implementation strategy. Competenciesmay include knowledge, skills, and abilities as wellas other characteristics such as initiative, motivation,legitimacy and values. Competencies can beassessed in the framework of a facilitated workshopprocess or on an individual basis, for example.Conflict resolution: Conflict is a normal part of relationshipsand occurs whenever people or groupshave different expectations of joint or intersectingactivities. Instead of seeking to avoid conflict atall costs, which would be unrealistic, it is better tolearn to recognise and manage conflict as part ofgood relationship building and maintenance. Notall conflicts can be resolved, but methods exist formanaging differences between stakeholders so thatdevelopment activities can continue (ICMM, theWorld Bank and ESMAP 2005).Domestic resource mobilisation: As defined in theMonterrey Consensus, domestic resource mobilisationincludes policies that foster good governancethat is responsive to the people’s needs; an appropriatepolicy and regulatory framework; the fightingof corruption at all levels; sound macroeconomicpolicies aimed at sustaining high growth rates, fullemployment, stability and poverty eradication; fiscalsustainability; investment in basic economic andsocial infrastructure; improvement in working conditions;strengthening and development of the domesticfinancial sector, enhanced by microfinanceand credit for micro- and small and medium-sizedenterprises, and the establishment of developmentbanks to further facilitate access to credit.Exchanges: Practitioners may visit or temporarilywork in a similar organisation or job assignment ina foreign country to gain practical and comparativeexperience about a policy such as legal empowerment.Focus groups: These are groups selected for their337