1. RAPID Programme Civil Society Partnerships Programme Civil Society Organizations and Policy Entrepreneurship Naved Chowdhury Overseas Development Institute, London

2. RAPID Programme Civil Society Partnerships Programme Overseas Development Institute Britain’s 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 Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme HIV Prevalence in Thailand, Uganda & KwaZulu-Natal: 1990-2000 Source: UNAIDS

7. RAPID Programme Civil Society Partnerships Programme 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.html

8. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Self Introductions 1 minute! Name Area of Work What do you want to get out of this workshop?

11. RAPID Programme Civil Society Partnerships Programme Evaluate the results The linear logical model… Identify the problem Commission research Analyse the results Choose the best option Establish the policy Implement the policy

12. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Existing theory 1.Linear model 2.Percolation model, Weiss 3.Tipping point model, Gladwell 4.‘Context, evidence, links’ framework, ODI 5.Policy narratives, Roe 6.Systems model (NSI) 7.External forces, Lindquist 8.‘Room for manoeuvre’, Clay & Schaffer 9.‘Street level bureaucrats’, Lipsky 10.Policy as social experiments, Rondinelli 11.Policy Streams & Windows, Kingdon 12.Disjointed incrementalism, Lindquist 13.The ‘tipping point’, Gladwell 14.Crisis model, Kuhn 15. ‘Framework of possible thought’, Chomsky 16.Variables for Credibility, Beach 17.The source is as important as content, Gladwell 18.Linear model of communication, Shannon 19.Interactive model, 20.Simple and surprising stories, Communication Theory 21.Provide solutions, Marketing Theory I 22.Find the right packaging, Marketing II 23.Elicit a response, Kottler 24.Translation of technology, Volkow 25.Epistemic communities 26.Policy communities 27.Advocacy coalitions etc, Pross 28.Negotiation through networks, Sebattier 29.Shadow networks, Klickert 30.Chains of accountability, Fine 31.Communication for social change, Rockefeller 32.Wheels and webs, Chapman & Fisher www.odi.org.uk/rapid/lessons/theory X

15. RAPID Programme Civil Society Partnerships Programme 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 The RAPID Framework

16. RAPID Programme Civil Society Partnerships Programme Reality II … Parallel Universes? Speed Superficiality Spin Secrecy Scientific Ignorance More at: www.odi.org.uk/RAPID/Meetings/Evidence Vincent Cable – MP on legislators & use of evidence:

17. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Generic Policy Processes

19. RAPID Programme Civil Society Partnerships Programme Agenda setting Problem definition & analysis Policy tools Selection ImplementationEnforcement Policy evaluation Public Scientists Industry CSOs Media Government Source: Yael Parag

20. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme ODI’s CSPP Through: Improved understanding how CSOs use research-based evidence Strengthened regional capacity to support CSOs Improved information from ODI Global collaboration Aim: Strengthened role of southern civil society organisations in development policy processes

25. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Other models

29. RAPID Programme Civil Society Partnerships Programme The Context, Evidence & Links Framework

30. RAPID Programme Civil Society Partnerships Programme The CEL Framework The Context Evidence & Links Framework Examples: –Animal Health Care in Kenya –The PRSP Story Q&A Group work: applying the framework to your own cases More tomorrow

31. RAPID Programme Civil Society Partnerships Programme The Analytical Framework The political context – political and economic structures and processes, culture, institutional pressures, incremental vs radical change etc. The evidence – credibility, the degree it challenges received wisdom, research approaches and methodology, simplicity of the message, how it is packaged etc External Influences Socio-economic and cultural influences, donor policies etc The links between policy and research communities – networks, relationships, power, competing discourses, trust, knowledge etc.

32. RAPID Programme Civil Society Partnerships Programme 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 hasn’t influenced policy

33. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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 > of evidence itself Strenuous advocacy efforts are often needed Communication

35. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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 don’t know whether and how donors can best promote use of evidence in policymaking (credibility vs backlash)

37. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Outcomes: CSOs better understanding evidence-policy process Capacity to support CSOs established Improved information for CSOs Global collaboration Aim: Strengthened role of southern CSOs in development policy processes http://www.odi.org.uk/cspp/

39. RAPID Programme Civil Society Partnerships Programme Activities Principles of partnerships etc Mapping of CSO’s 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. RAPID Programme Civil Society Partnerships Programme Group Work Use the CEL Framework to analyse the key factors likely to influence the uptake of your research

41. RAPID Programme Civil Society Partnerships Programme Using the Framework

42. RAPID Programme Civil Society Partnerships Programme A Practical Framework External Influences political context evidence links Campaigning, Lobbying Politics and Policymaking Media, Advocacy, Networking Research, learning & thinking Scientific information exchange & validation Policy analysis, & research

43. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme What researchers need to do What researchers need to know What researchers need to do How to do it Political Context: Evidence Links Who are the policymakers? Is there demand for ideas? What is the policy process? What is the current theory? What are the narratives? How divergent is it? Who are the stakeholders? What networks exist? Who are the connectors, mavens and salesmen? 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 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 Get to know the others Work through existing networks. Build coalitions. Build new policy networks. Build partnerships. Identify key networkers, mavens and salesmen. Use informal contacts

45. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. The Hubl StudyInternational Research

49. RAPID Programme Civil Society Partnerships Programme 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. International ResearchThe Hubl Study Dr Kajume Animal Health Kenya - Links

50. RAPID Programme Civil Society Partnerships Programme Political stagnation, professional protectionism Practical evidence invisible to policy makers Powerful individuals, “professional” interests Timing A “Tipping Point” New champions Collaborative policy-research Animal Health Kenya - Lessons

51. RAPID Programme Civil Society Partnerships Programme The PRSP Story… The WB & IMF “adopted” PRSPs at the AGM in Sept. 1999 as the 1 o instrument for HIPIC II (and subsequently for all loans) Why? What were the key factors? What role did “evidence” play in the process?

52. RAPID Programme Civil Society Partnerships Programme 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 Uganda’s PEAP

53. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Skills of (pro-poor) policy entrepreneurs Storytellers Engineers Networkers Fixers

56. RAPID Programme Civil Society Partnerships Programme Please fill up your policy entrepreneurship questionnaire The results will be discussed tomorrow

57. RAPID Programme Civil Society Partnerships Programme Name 143333341 Name 238273748 Name 332323551 Average37333842 >44 = Low Day 2: Building policy entrepreneurs <23 = V. High <30 = High

58. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Assessing Political Contexts

61. RAPID Programme Civil Society Partnerships Programme Mapping Policy Processes AgendasFormulationImplementation Central Government Parliament Bureaucrats Civil Society State Government Implementation Civil Society

62. RAPID Programme Civil Society Partnerships Programme Political Context Assessment Tool (e.g. from Middle East) Interests Extent of Interests of Policymakers HighMediumLow Public Interests136 Personal Interests541 Special Interests613 The macro political context The sector / issue process Policy implementation and practice Decisive moments in the policy process How policymakers think

63. RAPID Programme Civil Society Partnerships Programme Forcefield Analysis Specific Change Identify Forces (Identify Priorities) (Develop Strategies)

64. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Sustainable Livelihoods Approach

67. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Policy checklists: Ideal and Reality Option AOption BOption C EffectivenessVery PositivePositiveNo impact FlexibilityVery PositivePositive SustainabilityPositive Negative Political FeasibilityHighMediumLow Administrative Feasibility HighMediumLow TimeShortMediumLong CostHighMediumLow

70. RAPID Programme Civil Society Partnerships Programme Policy Analysis: Methods and tools C. Monitoring the implemented policy –Monitoring and evaluation system? –MDGs compliance? –Responsibilities for specific outcomes as well as of M&E? –Outcome Mapping –Public Expenditure Tracking

71. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Outcome Mapping: example Donor Centre National BT Policy WHO National NGO International NGO Bi/Multilateral Inter/National Media Friends Family

73. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Advocacy Rules (Or how to influence people to make changes....)

76. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Who are you working together with? 1.Who do you need to work with? 2.Identify your ‘niche’ (SWOT) 3.Stakeholder Mapping 4.Structures for collaborative working 5.Skills needed in teams 6.Benefits and pitfalls of collaborations

79. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Where and when to advocate / communicate? Creating opportunities (campaigns, public mobilisation, formal and informal lobbying etc.) Influencing existing agendas Piggybacking on other agendas

83. RAPID Programme Civil Society Partnerships Programme Communications strategy Identify the audience(s) Identify the message(s) Promotion Evaluate impact and change as necessary Clear Strategy –Interactive –Multiple formats How? Who? What?

84. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Communicating Research: Important themes Approach communication as systematic issue Improve the condition for communicating research Facilitate different levels of engagement Invest in communication

86. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Different Roles

88. RAPID Programme Civil Society Partnerships Programme 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 Keep Satisfied Engage Closely and Influence Actively Monitor (minimum effort) Keep Informed High Power Low High Interest

89. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Divide in Groups Discuss the main advocacy issues for CEF. And how these issues should be communicated to the stakeholders.

98. RAPID Programme Civil Society Partnerships Programme How to write a Communication/Advocacy Strategy Objectives Audiences Messages Tools and activities Resources Timescales Evaluation and amendment

99. RAPID Programme Civil Society Partnerships Programme Outcome Mapping: example Donor Centre National BT Policy WHO National NGO International NGO Bi/Multilateral Inter/National Media Friends Family

100. RAPID Programme Civil Society Partnerships Programme Action Planning: How CEF will take this work forward? Workshop Evaluation

101. RAPID Programme Civil Society Partnerships Programme 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. RAPID Programme Civil Society Partnerships Programme Other sources of information: Visit http://www.odi.org.uk/rapid or e-mail rapid@odi.org.uk for a copy of the RAPID/CSPP CD-ROM

103. RAPID Programme Civil Society Partnerships Programme Contact Details: Naved Chowdhury – n.chowdhury@odi.org.uk RAPID Programme, ODI www.odi.org.uk/rapid