In China, “creative manoeuvres” by local leaders include strengthening formal and informal incentives to bring the interests of enterprises in line with those of the state, to achieve centrally set targets.How can external aid agencies support the creation of effective coalitions? First, it is needed for stakeholder engagement, which is central to success. While methodological debates continue regarding the most appropriate types of analysis for different purposes, all of the case studies support the idea that careful, explicit, objective analysis of the political, economic and social context in which interventions or reforms are being undertaken is time well spent, as much because it can help stop doing things that have no chance of success as because it points to approaches likely to succeed. Ministries and agencies dealing with energy efficiency have had to build coalitions of support with stronger agencies, local government officials and the private sector through “policy bundling,” combining the less popular issues on which they are working with other policies that may have greater salience to key political players. This thought has been around for some time, but what it implies in practice has not always been clear.

The Palestinian Governance Facility used a step‐by‐step “strengthened approach to programme budgeting” to generate a wider programme of PFM reform. The team therefore picked a single therapeutic area, cardiac catheterization, as an area to pilot reform. It conducted a PEA, breaking down the referrals problem into its root causes, and drew on the expertise of a UK cardiologist to get all the OPT's cardiologists to agree a new set of referrals guidelines. Funders should ensure that PEA is embedded in programmes as an ongoing process rather than simply as an upfront assessment or part of an evaluation.Second, while there is widespread agreement that “ownership” is key to success, there is often much confusion about what ownership means. They were then able to choose counterparts who were serious about making progress and, critically, withdraw from working relationships with agencies when changes in personnel or policy made it clear that no further progress would be possible. Programmes faced with such uncertainty need to build alliances with a range of different actors, navigating the political space to find pathways through which progress might still be made despite the unpromising formal context.

As Harrison and Kostka note, well devised strategies focusing on changing incentives may not yet deliver longer‐term climate mitigation objectives, such as short‐term targets in China that do not produce sustainable emissions reductions or the production of energy audits rather than the introduction of efficiency measures in India.

Most donor projects are not designed with this level of flexibility (and many governments would not permit it), but Lopez Lucia et al. One of the first comprehensive “Drivers of Change” studies was commissioned by DFID in the run‐up to the 2003 elections to help DFID decide how to support Nigerian reform efforts (Heymans & Pycroft, Lopez Lucia et al. Occasionally, it may be possible to do things which are transformational—in the sense of durably changing the rules and behaviours associated with a particular policy objective. Similarly, Williams et al. Certainly, technical skill was required for all of the programmes—but in the situations described in these articles, it was not the most important factor or even, in some cases, essential.

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