Civil Society Organizations and Policy Entrepreneurship

1
Civil Society Organizations and Policy
Entrepreneurship

• Naved Chowdhury
• Overseas Development Institute, London

2
Overseas Development Institute

• Britains leading development Think Tank
• 8m, 60 researchers
• Research / Advice / Public Debate
• Rural / Humanitarian / Poverty Aid / Economics
  (HIV, Human rights, Water)
• DFID, Parliament, WB, EC
• Civil Society

For more information see www.odi.org.uk
3
RAPID Programme

• Research
• Desk-based literature reviews
• Bridging Research and Policy
• Communications
• Knowledge Management
• GDN project
• 50 preliminary case studies
• Phase II studies (25 projects)
• ODI projects
• 4 detailed case studies
• HIV/AIDS
• Advisory work
• Workshops and seminars

www.odi.org.uk/rapid
4

• Group work
• Choose a case study
• Which policies were to be influenced?
• What approach was used to influence policy?
• Discuss success and challenges faced while
  linking research to policy.

5
The Opportunity

• The results of household disease surveys informed
  processes of health service reform which
  contributed to a 43 and 46 per cent reduction in
  infant mortality between 2000 and 2003 in two
  districts in rural Tanzania.
• TEHIP Project

6
HIV Prevalence in Thailand, Uganda
KwaZulu-Natal 1990-2000
Source UNAIDS
7
When it Works Attitudes to HIV

• on the education sector it is evident that the
  project has institutionalised a new attitude
  towards HIV/AIDS education in primary schools .
  
• Teachers' and pupils' knowledge, attitudes and
  behaviours have also changed.
• Primary School Action for Better Health Project
  in Kenya (PSABH)

www.odi.org.uk/rapid/Lessons/Case_studies/PSABH.ht
ml
8
When it works best Aid and Debt

• all the contributors emphasise the importance of
  researchers forming alliances with civil
  society.
• - Court and Maxwell, JID Special Issue

9
Objectives maximizing chances

• To enable participants to
• better understand latest theory and findings from
  around the world on research-policy links
• better understand how policy is made, policy
  transfer and styles of policy entrepreneurship
• use evidence more effectively in influencing
  policy-making processes
• build stronger connections with other researchers
  and practitioners and
• actively participate in policy networks.

10
Self Introductions

• 1 minute!
• Name
• Area of Work
• What do you want to get out of this workshop?

11
The linear logical model
Evaluate the results
12
in reality

• The whole life of policy is a chaos of purposes
  and accidents. It is not at all a matter of the
  rational implementation of the so-called
  decisions through selected strategies. 1
• Most policy research on African agriculture is
  irrelevant to agricultural and overall economic
  policy in Africa. 2
• CSOs often have very little to bring to the
  policy table. 3
• CSOs, researchers and policymakers seem to live
  in parallel universes. 4

1 Clay Schaffer (1984) 2 Omamo (2003) 3
CSPP Consultations 4 ODI-AFREPREN Workshop
13
Key factors for CSO influence (Malawi)

• Opposing
• Lack of capacity
• Lack of local ownership
• Translating data into evidence
• Lack of data
• Donor influence
• Crises
• Political factors

• Supporting
• Evidence of the value of CSO involvement
• Governments becoming more interested in CSOs
• CSOs are gaining confidence
• Strength of networks
• The media
• Political factors

14
Existing theory

• Linear model
• Percolation model, Weiss
• Tipping point model, Gladwell
• Context, evidence, links framework, ODI
• Policy narratives, Roe
• Systems model (NSI)
• External forces, Lindquist
• Room for manoeuvre, Clay Schaffer
• Street level bureaucrats, Lipsky
• Policy as social experiments, Rondinelli
• Policy Streams Windows, Kingdon
• Disjointed incrementalism, Lindquist
• The tipping point, Gladwell
• Crisis model, Kuhn
• Framework of possible thought, Chomsky
• Variables for Credibility, Beach
• The source is as important as content, Gladwell

• Linear model of communication, Shannon
• Interactive model,
• Simple and surprising stories, Communication
  Theory
• Provide solutions, Marketing Theory I
• Find the right packaging, Marketing II
• Elicit a response, Kottler
• Translation of technology, Volkow
• Epistemic communities
• Policy communities
• Advocacy coalitions etc, Pross
• Negotiation through networks, Sebattier
• Shadow networks, Klickert
• Chains of accountability, Fine
• Communication for social change, Rockefeller
• Wheels and webs, Chapman Fisher

www.odi.org.uk/rapid/lessons/theory
15
Existing theory a short list

• Policy narratives, Roe
• Systems of Innovation Model, (NSI)
• Room for manoeuvre, Clay Schaffer
• Street level bureaucrats, Lipsky
• Policy as social experiments, Rondene
• Policy streams and policy windows, Kingdon
• Disjointed Incrementalism, Lindblom
• Social Epidemics, Gladwell

16
Reality II Parallel Universes?
Vincent Cable MP on legislators use of
evidence

• Speed
• Superficiality
• Spin
• Secrecy
• Scientific Ignorance

More at www.odi.org.uk/RAPID/Meetings/Evidence
17
Definitions

• Research any systematic effort to increase the
  stock of knowledge
• Policy a purposive course of action followed by
  an actor or set of actors
• Agendas / policy horizons
• Official statements documents
• Patterns of spending
• Implementation processes
• Activities on the ground

18
Generic Policy Processes
19
Industry
CSOs
Scientists
Agenda setting
Problem definition analysis
Policy tools Selection
Implementation
Enforcement
Policy evaluation
Media
Government
Public
Source Yael Parag
20
CSOs Definitions and Functions

• Definition organizations that work in an arena
  between the household, the private sector and the
  state to negotiate matters of public concern.
• Functions
• representation
• technical inputs and advocacy
• capacity-building
• service-delivery
• social functions

21
Types of CSOs

• think tanks and research institutes
• professional associations
• human rights advocacy bodies and other
  promotional groups
• foundations and other philanthropic bodies
• trade unions and workers co-operatives
• media/journalist societies
• community based organizations
• faith based organizations
• cross-national policy dialogue groups

22
CSOs and Pro-poor Policy Influence

• Complementing state in providing services
• Innovators in service delivery
• Advocates with and for the poor
• Identifying problems solutions
• Extending our understanding
• Providing information
• Training and capacity building

23
Context

• Globalization
• Democratization and liberalization.
• In some countries, move from challenging state to
  policy engagement.
• CSOs increasingly involved in policy processes
  (from focus on service delivery).
• CSO effectiveness, accountability and legitimacy
  involvement is questioned.
• Challenge of engaging in a way that does justice
  to the evidence.
• Southern research capacity has been denuded.

24
ODIs CSPP
Aim Strengthened role of southern civil society
organisations in development policy processes

• Through
• Improved understanding how CSOs use
  research-based evidence
• Strengthened regional capacity to support CSOs
• Improved information from ODI
• Global collaboration

25
Global Consultation

• Workshops were held in Africa (Southern, Eastern
  and West), Asia ( south and South East) and Latin
  America ( Argentina and Bolivia) and organized in
  partnership with local CSOs
• Case studies on various issues Budget
  Monitoring( Zambia), Community Participation in
  Waste Management ( Ghana), Rice pricing (
  Bangladesh), Public participation ( Indonesia)
  etc.
• Strong diversity in engagement
• Policies strongly driven by internal and external
  politics

26
Key Lessons

• Legitimacy and credibility of CSOs are challenged
  by the government
• Proposals by CSOs should be feasible and
  practical
• Lack of trust between CSOs and government
• CSOs need to understand policy process/context of
  policy making
• Authentic and up to date information is crucial

27
The Exercise in the next two days

• Clarify the policy objectives of your work
• Identify the key factors which might hinder or
  facilitate policy uptake (the RAPID framework)
• Develop a strategy (force-field analysis / SWOT)
• Develop/rework your policy memo
• Identify other activities to enhance uptake

28
Other models
29
The Context, Evidence Links Framework
30
The CEL Framework

• The Context Evidence Links Framework
• Examples
• Animal Health Care in Kenya
• The PRSP Story
• QA
• Group work applying the framework to your own
  cases
• More tomorrow

31
The Analytical Framework
External Influences Socio-economic and cultural
influences, donor policies etc
32
Case Studies

• Sustainable Livelihoods The Evolution of DFID
  Policy
• The PRSP Initiative Research in Multilateral
  Policy Change
• The adoption of Ethical Principles in
  Humanitarian Aid post Rwanda
• Animal Health Care in Kenya Evidence fails to
  influence Policy
• 50 GDN Case Studies Examples where evidence has
  or hasnt influenced policy

33
Political Context Key Areas

• The macro political context (democracy,
  governance, media freedom academic freedom)
• The sector / issue process (Policy uptake
  demand contestation) NB Demand political and
  societal. Power.
• How policymakers think (narratives policy
  streams)
• Policy implementation and practice
  (bureaucracies, incentives, street level, room
  for manoeuvre, participatory approaches)
• Decisive moments in the policy process (policy
  processes, votes, policy windows and crises)
• Context is crucial, but you can maximize your
  chances

34
Evidence Relevance and credibility

• Key factor did it provide a solution to a
  problem?
• Relevance
• Topical relevance What to do?
• Operational usefulness How to do it?
• Credibility
• Research approach
• Of researcher gt of evidence itself
• Strenuous advocacy efforts are often needed
• Communication

35
Links Feedback and Networks

• Feedback processes often prominent in successful
  cases.
• Trust legitimacy
• Networks
• Epistemic communities
• Policy networks
• Advocacy coalitions
• The role of individuals connectors, mavens and
  salesmen

36
External Influence

• Big incentives can spur evidence-based policy
  e.g. PRSP processes.
• And some interesting examples of donors trying
  new things re. supporting research
• But, we really dont know whether and how donors
  can best promote use of evidence in policymaking
  (credibility vs backlash)

37
Conclusions

• Research is essential but
• Other work is needed to ensure it contributes to
  the development and implementation.
• Clear lessons about how are emerging
• Political context is crucial understand it to
  maximize your chances
• Figure out what evidence is needed and how to
  package it for policy makers
• Collaborate with other actors

38
Civil Society Partnerships Programme
Aim Strengthened role of southern CSOs in
development policy processes

• Outcomes
• CSOs better understanding evidence-policy process
• Capacity to support CSOs established
• Improved information for CSOs
• Global collaboration

http//www.odi.org.uk/cspp/
39
Activities

• Principles of partnerships etc
• Mapping of CSOs and support organisations
• Regional Workshops
• Research, synthesis and toolkits
• Small-scale collaborations (internal)
• Small-scale collaborations (external)
• Identification of long-term partners
• Support (and capacity-building)
• Collaboration on global projects

40
Group Work Use the CEL Framework to analyse the
key factors likely to influence the uptake of
your research
41
Using the Framework
42
A Practical Framework
political context
Politics and Policymaking
Campaigning, Lobbying
Policy analysis, research
Media, Advocacy, Networking
Research, learning thinking
Scientific information exchange validation
evidence
links
43
Using the framework

• The external environment Who are the key actors?
  What is their agenda? How do they influence the
  political context?
• The political context Is there political
  interest in change? Is there room for manoeuvre?
  How do they perceive the problem?
• The evidence Is it there? Is it relevant? Is it
  practically useful? Are the concepts familiar or
  new? Does it need re-packaging?
• Links Who are the key individuals? Are there
  existing networks to use? How best to transfer
  the information? The media? Campaigns?

44
What researchers need to do

• Get to know the policymakers.
• Identify friends and foes.
• Prepare for policy opportunities.
• Look out for policy windows.

• Work with them seek commissions
• Strategic opportunism prepare for known events
  resources for others

• Who are the policymakers?
• Is there demand for ideas?
• What is the policy process?

• Establish credibility
• Provide practical solutions
• Establish legitimacy.
• Present clear options
• Use familiar narratives.

• Build a reputation
• Action-research
• Pilot projects to generate legitimacy
• Good communication

• What is the current theory?
• What are the narratives?
• How divergent is it?

• Build partnerships.
• Identify key networkers, mavens and salesmen.
• Use informal contacts

• Get to know the others
• Work through existing networks.
• Build coalitions.
• Build new policy networks.

• Who are the stakeholders?
• What networks exist?
• Who are the connectors, mavens and salesmen?

45
Animal Health Care in Kenya

• Why despite 20 years of convincing evidence of
  the value of community-based animal health
  services provided by farmers themselves it is
  still illegal?

46
Animal Health Care in Kenya

• 1970s
• 1980s
• 1990s
• 2000s

• Professionalisation of Public Services.
• Structural Adjustment ? collapse.
• Paravet projects emerge.
• ITDG projects.
• Privatisation.
• ITDG Paravet network.
• Rapid spread in North.
• KVB letter (January 1998).
• Multistakeholder WSs ? new policies.
• Still not approved / passed!

47
Animal Health Kenya - Context

• 1970s
• 1980s
• 1990s
• 2000s

• Professionalisation of Public Services.
• Structural Adjustment ? collapse of services.
• Paravet projects emerge.
• ITDG projects.
• Privatisation.
• ITDG Paravet network.
• Rapid spread in North.
• KVB letter (January 1998).
• Multistakeholder WSs ? new policies.
• Still not approved / passed!

• Professionalisation of Public Services.
• Structural Adjustment
• Privatisation
• ITDG Paravet network and change of DVS.
• KVB letter (January 1998).
• Multistakeholder WSs ? new policies.

48
Animal Health Kenya - Research

• 1970s
• 1980s
• 1990s
• 2000s

• Professionalisation of Public Services.
• Structural Adjustment ? collapse of services.
• Paravet projects emerge.
• ITDG projects.
• Privatisation.
• ITDG Paravet network.
• Rapid spread in North.
• KVB letter (January 1998).
• Multistakeholder WSs ? new policies.
• Still not approved / passed!

• Professionalisation of Public Services.
• Structural Adjustment
• Privatisation
• ITDG Paravet network and change of DVS.
• KVB letter (January 1998).
• Multistakeholder WSs ? new policies.

ITDG projects collaborative action research.
49
Animal Health Kenya - Links

• 1970s
• 1980s
• 1990s
• 2000s

• Professionalisation of Public Services.
• Structural Adjustment ? collapse of services.
• Paravet projects emerge.
• ITDG projects.
• Privatisation.
• ITDG Paravet network.
• Rapid spread in North.
• KVB letter (January 1998).
• Multistakeholder WSs ? new policies.
• Still not approved / passed!

• Professionalisation of Public Services.
• Structural Adjustment
• Privatisation
• ITDG Paravet network and change of DVS.
• KVB letter (January 1998).
• Multistakeholder WSs ? new policies.

ITDG projects collaborative action research.
50
Animal Health Kenya - Lessons

• Political stagnation, professional protectionism
• Practical evidence invisible to policy makers
• Powerful individuals, professional interests
• Timing
• A Tipping Point
• New champions
• Collaborative policy-research

51
The PRSP Story

• The WB IMF adopted PRSPs at the AGM in Sept.
  1999 as the 1o instrument for HIPIC II (and
  subsequently for all loans)
• Why?
• What were the key factors?
• What role did evidence play in the process?

52
PRSPs Evidence

• Long-term academic research informing new focus
  on poverty, participation, ownership, aid
  effectiveness etc
• Applied policy research
• ESAF reviews
• HIPC review
• SPA Working Groups
• NGO research on debt
• Ugandas PEAP

53
PRSPs Political Context

• Widespread awareness of a problem with
  international development policy in late 90s
• Failure of SAPs (and Asian financial crisis)
• Mounting public pressure for debt relief
• Stagnation of Comprehensive Development Framework
  idea
• Diverging agendas (UK Poverty, US Governance)
• WB/IMF Annual General Meeting, Sept 1999

54
PRSPs Links

• WB, IMF, SPA, Bilaterals, NGOs all involved
• Formal and informal networks
• None of the players was more than two handshakes
  away from any of the others

55
Skills of (pro-poor) policy entrepreneurs
Networkers
Storytellers
Engineers
Fixers
56

• Please fill up your policy entrepreneurship
  questionnaire
• The results will be discussed tomorrow

57
Day 2 Building policy entrepreneurs
Name 1 43 33 33 41 Name 2 38 27 37 48 Name
3 32 32 35 51 Average 37 33 38 42
gt44 Low
lt30 High
lt23 V. High
58
Practical Tools
Overarching Tools - The RAPID
Framework - Using the Framework -
The Entrepreneurship Questionnaire
Context Assessment Tools - Stakeholder Analysis
- Forcefield Analysis - Writeshops -
Policy Mapping - Political Context
Mapping
Communication Tools - Communications
Strategy - SWOT analysis - Message Design -
Making use of the media
Research Tools - Case Studies
- Episode Studies - Surveys -
Bibliometric Analysis - Focus Group Discussion
Policy Influence Tools - Influence Mapping
Power Mapping - Lobbying and Advocacy -
Campaigning A Simple Guide - Competency
self-assessment
59
Policy Analysis Methods and tools

• Policy Process Mapping
• Stakeholder Analysis
• Problem Situation Analysis (Tree Analysis)
• Force field analysis
• Influence mapping
• RAPID Framework
• Outcome Mapping

60
Assessing Political Contexts
61
Mapping Policy Processes
62
Political Context Assessment Tool

• The macro political context
• The sector / issue process
• Policy implementation and practice
• Decisive moments in the policy process
• How policymakers think

63
Forcefield Analysis

• Specific Change
• Identify Forces
• (Identify Priorities)
• (Develop Strategies)

64
Policy Analysis Methods and tools

• A. Defining the problem
• Problem Tree Analysis
• Sustainable Livelihoods Analysis
• Social Risk Management Risk and Vulnerability
  Analysis
• Gaps and Blinders Analysis

65
Problem Tree Analysis

• The first step is to discuss and agree the
  problem or issue to be analysed.
• Next the group identify the causes of the focal
  problem these become the roots and then
  identify the consequences which become the
  branches
• The heart of the exercise is the discussion,
  debate and dialogue that is generated as factors
  are arranged and re-arranged, often forming
  sub-dividing roots and branches

66
Sustainable Livelihoods Approach
67
Policy Analysis Methods and tools

• B. Constructing policy options
• Establishing evaluating criteria/framework for
  assessment
• Good policy checklists
• Sustainable Livelihoods Analysis
• Gaps and Blinders Analysis
• MDGs compliance checklist
• Human Rights checklist

68
Assessing Policies (UK Govt.)

• Impact on outcomes
• Access and fairness of policies (groups
  regions)
• Cost and value for money (eg Cabinet CB)
• Scientific evidence to back policy (Euro vs Iraq)
• Risks, public health and safety
• Legal issues and international agreements
• Operational capacity assessment
• Regulatory system impact assessment

69
Policy checklists Ideal and Reality
70
Policy Analysis Methods and tools

• C. Monitoring the implemented policy
• Monitoring and evaluation system?
• MDGs compliance?
• Responsibilities for specific outcomes as well as
  of ME?
• Outcome Mapping
• Public Expenditure Tracking

71
Outcome Mapping

• Defines the program's outcomes as changes in the
  behaviour of direct partners
• Focuses on how programs facilitate change rather
  than how they control or cause change
• Recognizes the complexity of development
  processes together with the contexts in which
  they occur
• Looks at the logical links between interventions
  and outcomes, rather than trying to attribute
  results to any particular intervention
• Locates a program's goals within the context of
  larger development challenges beyond the reach of
  the program to encourage and guide the innovation
  and risk-taking necessary
• Requires the involvement of program staff and
  partners throughout the planning, monitoring, and
  evaluation stages

72
Outcome Mapping example
73
Discussion Tools for policy influence

• What tools tricks do you do to promote pro-poor
  policy?
• Specific examples of things you do
• What other actors do?
• What seems to work well?

74

• Group work
• Go back to your group
• Use Force field analysis and SWOT analysis to
  identify strategies to improve policy impact in
  of the issue discussed in the case study

75
Advocacy Rules (Or how to influence people to
make changes ....)
76

• What are the changes you are trying to bring
  about?
• Use the problem tree or some other tool to
  identify problems, impact of the problem and root
  causes
• Specific, Measurable, Achievable, Realistic,
  Time-Bound (SMART) objectives

77

• Who are you advocating / communicating to?
• Who needs to make these changes?
• Who has the power?
• What is their stance on the issue?
• Awareness, Knowledge, Attitude, Behaviour
• Targets and influence
• Mapping where decisions happen
• Analyse the outcome and then decide.

78

• Who are you working together with?
• Who do you need to work with?
• Identify your niche (SWOT)
• Stakeholder Mapping
• Structures for collaborative working
• Skills needed in teams
• Benefits and pitfalls of collaborations

79

• Why do you want to make the changes?
• Why should things change (or what is the evidence
  to support your case?)
• How to make sure that the evidence is credible
  and legitimate?
• The evidence accurate, credible, well
  researched, authoritative
• What the target audience wants to hear....

80

• Advocacy Statement
• A concise and persuasive statement that captures
  what you want to achieve, why, how and by when?
• Should communicate with your target audience
  and prompt action
• Think about language, content, packaging, and
  timing
• Persuasive

81

• How will you communicate your messages
  evidence?
• How to target and access information?
• Who is a trusted and credible messenger?
• What is the most appropriate medium?
• How will you package your information?
• Role of the media

82

• Where and when to advocate / communicate?
• Creating opportunities (campaigns, public
  mobilisation, formal and informal lobbying etc.)
• Influencing existing agendas
• Piggybacking on other agendas

83
Communications strategy

• Identify the audience(s)
• Identify the message(s)
• Promotion
• Evaluate impact and
• change as necessary
• Clear Strategy
• Interactive
• Multiple formats

84
Communication Toolkit for Researchers and CSOs

• Why Communicate? (To inspire, inform and learn).
• African agriculture Researchers have failed
  identify the problems facing policymakers (
  Omamao 2003).
• Each stakeholder has different communication
  needs, information is accessed by them
  differently, need research results in different
  times and different formats (Mortimer et al
  2003).
• Communication capacity is a long term process
• How to improve communication of research to
  policymakers, to other researchers and the end
  users ( i.e NGOs, CBOs, etc).
• Communication tools

85
Communicating Research Important themes

• Approach communication as systematic issue
• Improve the condition for communicating research
• Facilitate different levels of engagement
• Invest in communication

86
Communication Tools

• Planning (Stakeholder Analysis, problem Tree
  Analysis, Social Network Analysis etc)
• Packaging ( Story telling, Persuasion etc.)
• Targeting (Writing Policy Papers, Lobbying, etc)
• Monitoring (Most Significant Change, Outcome
  Mapping, etc)

87
Different Roles
88
Planning Stakeholder Analysis

• Clarify the policy change objective
• Identify all the stakeholders associated with
  this objective
• Organise the stakeholders in the matrice
  according to interest and power
• Develop strategy to engage with different
  stakeholders

89
Planning Social Network Analysis

• Focus on structure of relationships
• Nodes and links between nodes
• Nodes people, groups and organizations, etc.
• Links social contacts, exchange of information,
  political influence, membership in org etc
• Social processes influence organizations and vice
  versa

90
Planning Problem Tree Analysis

• The first step is to discuss and agree the
  problem or issue to be analysed.
• Next the group identify the causes of the focal
  problem these become the roots and then
  identify the consequences which become the
  branches
• The heart of the exercise is the discussion,
  debate and dialogue that is generated as factors
  are arranged and re-arranged, often forming
  sub-dividing roots and branches

91
Packaging Story telling

• Narratives identify and enhance learning
  episodes, explore values and inspire for change.
• Good Stories need to include human interest
  element, tell it from the point of view of
  someone who is directly involved.
• Springboard Stories Catalyse changes, capture
  attention and stimulate imaginations
• Tell a story of CWA work in Asia..

92
Packaging Persuasion

• Separate people from problem,
• Focus on interests, not positions
• Invent options for mutual gain, and
• Insist on using objective criteria.
• Manage human emotion separately from the
  practical problem
• Highlight the human need to feel heard,
  understood, respected and valued.

93
Targeting Writing Effective Policy Papers

• Providing a solution to a policy problem
• The policy community
• The policy process
• Structural elements of a paper
• Problem description
• Policy options
• Conclusion
• Key issues Problem oriented, targeted,
  multidisciplinary, applied, clear, jargon-free.
• Source Young and Quinn, 2002

94
Targeting Lobbying

• Be an authority on the subject
• Include all group in the work
• Be positive in your approach
• Be aware of the agenda and language on the
  government in power
• Identify and target politicians
• Time your input
• Use the Media to lobby

95
Monitoring Most significant Change

• Collection of significant change (SC) stories
  from the field level
• Defining the domains of change
• Defining the reporting period
• Collecting SC stories
• Selecting the most significant of the stories
• Feeding back the results of the selection process
  
• Verification of stories
• Quantification and Secondary analysis

96
Monitoring Outcome Mapping

• Defines the program's outcomes as changes in the
  behaviour of direct partners
• Focuses on how programs facilitate change rather
  than how they control or cause change
• Recognizes the complexity of development
  processes together with the contexts in which
  they occur
• Looks at the logical links between interventions
  and outcomes, rather than trying to attribute
  results to any particular intervention
• Locates a program's goals within the context of
  larger development challenges beyond the reach of
  the program to encourage and guide the innovation
  and risk-taking necessary
• Requires the involvement of program staff and
  partners throughout the planning, monitoring, and
  evaluation stages

97

• Divide in Groups
• Discuss the main advocacy issues for CEF.
• And how these issues should be communicated to
  the stakeholders.

98
How to write a Communication/Advocacy Strategy

• Objectives
• Audiences
• Messages
• Tools and activities
• Resources
• Timescales
• Evaluation and amendment

99
Outcome Mapping example
100

• Action Planning How CEF will take this work
  forward?
• Workshop Evaluation

101
Further Information / Resources

• ODI Working Papers
• Bridging Research and Policy Book
• JID Special Issue
• Meeting Reports
• Tools for Impact
• www.odi.org.uk/cspp
• www.odi.org.uk/rapid

102
Other sources of information
Visit http//www.odi.org.uk/rapid or e-mail
rapid_at_odi.org.uk for a copy of the RAPID/CSPP
CD-ROM
103

• Contact Details

Naved Chowdhury n.chowdhury_at_odi.org.uk RAPID
Programme, ODI www.odi.org.uk/rapid