improving evidence based policy engagement in south asia naved chowdhury rijit sengupta...
TRANSCRIPT
![Page 1: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/1.jpg)
Improving Evidence based Policy Engagement in South Asia
Naved Chowdhury Rijit [email protected] [email protected]
17-21 September, 2007Shimla, India
![Page 2: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/2.jpg)
OVERSEAS DEVELOPMENT INSTITUTE
• Development Think Tank
• 60 researchers
• Research / Advice / Public Debate
• Rural / Humanitarian / Poverty & Aid / Economics / Policy Processes
• DFID, Parliament, WB, EC
• Civil Society
For more information see: www.odi.org.uk
![Page 3: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/3.jpg)
RAPID Group
• Promoting the use of research-based evidence in development policy
• Research / Advice / Public Affairs & Capacity-building
• Programmes:– Research for Policy– Progressive Policymakers– Parliamentarians– Southern Think Tanks
for further information see: www.odi.org.uk/rapid
![Page 4: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/4.jpg)
Case Studies
• Detailed:– Sustainable Livelihoods– Poverty Reductions Strategy
Processes– Ethical Principles in
Humanitarian Aid– Animal Health Care in Kenya– Dairy Policy in Kenya– Plant Genetic Resources
• Summary– GDN x 50– CSPP x 20– Good news case studies x 5– Mental health in the UK
![Page 5: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/5.jpg)
ODI and Global Civil Society Civil Society Partnerships Programme
Outcomes:• CSOs better understand evidence-policy process• Capacity development to support CSOs’ policy
influencing efforts• Improved knowledge base for CSOs on policy
influencing • Global collaboration and experience sharing about
research/policy/practice linkages
Aim: Strengthened role of southern CSOs in development policy processes
http://www.odi.org.uk/cspp/
![Page 6: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/6.jpg)
CSPP Objectives
Goal
Development policy is more pro-poor
Purpose• Southern CSOs make more use of research-
based evidence to influence the establishment of pro-poor policy
• ODI engages more effectively with southern CSOs and other stakeholders to make more use of ODI’s research-based evidence to influence the establishment of pro-poor policy.
![Page 7: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/7.jpg)
Partnership Activities
Network:• Interactive community
website• Information and knowledge
exchange within and across regions
• General support
Capacity-building:• staff exchanges• visiting fellows to ODI and
Southern institutes, • Southern participants in
global policy events• Training and ToT – for CSOs
and policy-makers• Mentoring support to action
research projects
Dissemination of lessons:• Ongoing learning• “How to do it” guidelines • New research on the
research-policy-practice interface
Collaborative projects:• Small-scale ARPs• Continued support to
existing projects• One new global
collaborative project each year
![Page 8: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/8.jpg)
Global Consultation
• Workshops were held in Africa (Southern, Eastern and West), Asia (South and South East) and Latin America (Southern Cone and Andes) and organized in partnership with local CSOs
• Case studies: – Budget Monitoring (Zambia), – Community Participation in Waste Management (Ghana), – Rice pricing (Bangladesh), – Public participation (Indonesia) etc.– Sub-national elections and journalist capacity building
(Peru)
![Page 9: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/9.jpg)
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/
![Page 10: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/10.jpg)
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
![Page 11: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/11.jpg)
Linking Evidence to Policy: Lessons Learnt
• Understanding Policy process means understanding the politics
• Demand led vs Supply driven
• Credibility of CSOs is questioned
• Capacity to use and package research for policy influence is limited
• Donor influence is huge
• Gradual erosion of research capacity in the South
![Page 12: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/12.jpg)
Establishing capacity
• Engagement with policymakers varies
• Varied level of capacity in the south• Retention and recruitment of qualified staff• Role of research in development organization• Lack of training opportunities• More emphasis on policy advocacy• Limited fund for research
• Strong Demand for support ( regional bias)
• Capacity of government institutions also in question
![Page 13: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/13.jpg)
Partnership for Capacity Development
• Equitable
• Long-term commitment
• Intellectual honesty
• Mutual Trust
• Ethical Principle of Partnership
• Contextual ( strong regional variation)
• Capacity is demanded not given!!
![Page 14: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/14.jpg)
Key issues for Partnership
• ODI needs to change ( Org and Staff)
• Invest time and resource
• Partnership to accommodate diversity of capacity
• Different modes of Partnerships ( research, networking, advocacy)
![Page 15: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/15.jpg)
Capacity Development in CSPP
• Building a knowledge base of orgs
• Responding directly to CD demand of partners
• CSPP network– Training ( Research methodology, policy
analysis, etc).– Facilitating exchange of information and
knowledge ( Best Practice)– Support institutional development– Collaborative action research projects
![Page 16: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/16.jpg)
Key factors for CSO influence on Policy(Malawi)
Constraints• Lack of capacity• Lack of local
ownership• Translating data into
evidence• Limited data• Donor influence• Crises• Political factors
Strengths• Evidence of the value
of CSO involvement • Governments
becoming more interested in CSOs
• CSOs are gaining confidence
• Strength of networks• Opportunities for
media engagement • Political factors
![Page 17: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/17.jpg)
What do CSOs need to do?
• Define clear roles and responsibilities, especially in networks
• Financial and human resources to facilitate policy influencing – both constructive engagement and confrontational approaches
• Effective communication: develop different materials for different target audiences
• Engage the media
• Engage with donors so that they can develop a more holistic understanding of development challenges
• Consult with policymakers (elected officials and civil servants) from the outset
![Page 18: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/18.jpg)
Group work in regional teams
• What do you understand by the term “policy influencing” or “policy engagement”?
• What are the most important policy processes for CSOs to influence with regard to any sector? – Please give examples at regional and national levels
• How are you trying to influence any policy in your country?
• What are the key opportunities for CSOs and challenges in your country to influence policies?
• Plenary: Opportunities and Challenges for influencing development policies
![Page 19: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/19.jpg)
Merilee Grindle’s Approach
1. Identify the policy reform – the decision to be made
2. Political Interests Map – the actors and “politics”
3. Institutional Contexts Map – the organisations and processes involved
4. Circle of influence graphic – supporters and opponents and their power
5. Policy process Matrix – what needs to be done when
6. Communications Strategy
![Page 20: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/20.jpg)
• Introduction
• Your name
• Your work
• What is your expectation from this workshop?
• 3 minutes!!
![Page 21: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/21.jpg)
The overall framework
• Identify the problem• Understand the context• Identify the audience(s)• Develop a SMART Strategy • Identify the message(s) • Resources – staff, time, partners & $$• Promotion – tools & activities• Monitor, learn, adapt
How?
Who?
What?
![Page 22: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/22.jpg)
Terms and Parameters
• What is policy?
• What explains policy change?
• What is the relationship between researchers and policy makers?
• Tools to understand the political context of policy change
• Tools to influence the policy process
![Page 23: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/23.jpg)
Policy – some meanings
• Label for field of activity/space
• Expression of general intent
• Specific proposals
• Decisions of government
• Formal authority/legislation
• Program
• Output or outcome
• Model or theoryHogwood & Gunn, 1984
![Page 24: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/24.jpg)
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”
• Evidence: “the available information supporting or otherwise a belief or proposition”
• Evidence-based Policy: “public policy informed by rigorously established evidence”.
![Page 25: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/25.jpg)
Non-linear, dynamic policy processes
• The impacts of research may occur neither at the time of the research, nor in ways that are predictable…or in the direction in which researchers intend. [Rather] it is mediated by the options available to policy makers at a particular time. [There is a] …need for researcher to be both radical and relate to its time and place….to make an impact but also to accord…with existing mores
»(Lucinda Platt, 2003: 2).
![Page 26: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/26.jpg)
Existing theory
1. Linear model2. Percolation model, Weiss3. Tipping point model, Gladwell4. ‘Context, evidence, links’
framework, ODI5. Policy narratives, Roe6. Systems model (NSI)7. External forces, Lindquist8. ‘Room for manoeuvre’, Clay &
Schaffer9. ‘Street level bureaucrats’, Lipsky10. Policy as social experiments,
Rondinelli11. Policy Streams & Windows,
Kingdon12. Disjointed incrementalism,
Lindquist13. The ‘tipping point’, Gladwell14. Crisis model, Kuhn15. ‘Framework of possible thought’,
Chomsky16. 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 Theory21. Provide solutions, Marketing I22. Find the right packaging, Marketing
II23. Elicit a response, Kottler24. Translation of technology, Volkow25. Epistemic communities26. Policy communities27. Advocacy coalitions etc, Pross28. Negotiation through networks,
Sebattier29. Shadow networks, Klickert30. Chains of accountability, Fine31. Communication for social change,
Rockefeller32. Wheels and webs, Chapman &
Fisher
X
![Page 27: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/27.jpg)
‘the interplay between institutions, interests and ideas.’
John P (1998) Analysing Public Policy. London: Cassell.
![Page 28: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/28.jpg)
Identify the problem
Commission research
Analyse the results
Choose the best option
Establish the policy
Evaluation
Implement the policy
![Page 29: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/29.jpg)
Monitoring and Evaluation
Agenda Setting
DecisionMaking
Policy Implementation
Policy Formulation
Policy Processes
Civil Society
DonorsCabinet
Parliament
Ministries
Private Sector
![Page 30: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/30.jpg)
…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 Africa2”
• “Research is more often regarded as the opposite of action rather than a response to ignorance”3
1 Clay & Schaffer (1984), Room for Manoeuvre; An Exploration of Public Policy in Agricultural and Rural Development, Heineman Educational Books, London2 Omamo (2003), Policy Research on African Agriculture: Trends, Gaps, and Challenges, International Service for National Agricultural Research (ISNAR) Research Report No 213 Surr (2003), DFID Research Review
![Page 31: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/31.jpg)
Evidence
Experience & Expertise
Judgement
Resources
Values and Policy
Context
Habits & Tradition
Lobbyists & Pressure Groups
Pragmatics & Contingencies
Factors influencing policy making
Source: Phil Davies Impact to Insight Meeting, ODI, 2005
![Page 32: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/32.jpg)
Different Notions of Evidence
• Colloquial (Contextual)
• Anything that seems reasonable
• Policy relevant
• Timely
• Clear Message
Policy Makers’ Evidence
Source: Phil Davies Impact to Insight Meeting, ODI, 2005
• ‘Scientific’ (Context free)
• Proven empirically
• Theoretically driven
• As long as it takes
• Caveats and qualifications
Researchers’ Evidence
![Page 33: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/33.jpg)
Policy process
• Agenda setting – why some issues considered by policy makers
• Formulation – which policy alternatives and evidence is considered, why evidence ignored
• Adoption – who is involved in deciding, formal or informal decision-making
• Implementation – who will implement, how will implementers change policy to suit their aims, are implementers involved in decision-making
• Evaluation – whether and why policies achieve their aims
The way policy is initiated, developed, negotiated, communicated, implemented
![Page 34: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/34.jpg)
Policy context
• Situational: change of leadership, focusing events, new evidence, etc.
• Structural: resource allocation to intervention, organization of service delivery – public private mix, etc.
• Cultural: prevailing attitudes to situation of women, technology, equity, tradition, etc.
• International: place of intervention on international agenda, aid dependency, levels and modalities, migration of staff, ideas and paradigms, etc.
Systemic factors which effect policy
![Page 35: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/35.jpg)
Political Context Analysis
• Systematically gather political intelligence associated with any policy reform– Contextual opportunities & constraints– Formal & informal processes through which
decisions made– Identify stakeholder groups– Assess political resources of groups– Understand interests, positions and
commitments of groups
• Systematically assess political palatability of specific policy alternatives
![Page 36: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/36.jpg)
Context Analysis and Policy Mapping Tools
• Policy Process Mapping
• RAPID Framework
• Stakeholder Analysis
• Force-Field Analysis
• Outcome Mapping
• More complex tools:– Drivers of Change– Power Analysis– World Governance Assessment
![Page 37: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/37.jpg)
More Complex Tools
• Civil Society Index (CIVICUS) • Country Policy & Institutional
Assessment (World Bank)• Democracy and Governance
Assessment (USAID) • Drivers of Change (DFID) • Governance Questionnaire (GTZ) • Governance Matters (World Bank Institute) • Power Analysis (Sida) • World Governance Assessment
![Page 38: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/38.jpg)
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
![Page 39: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/39.jpg)
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
![Page 40: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/40.jpg)
SWOT Analysis• What type of policy
influencing skills and capacities do we have?
• In what areas have our staff used them more effectively?
• Who are our strongest allies?
• When have they worked with us?
• Are there any windows of opportunity?
• What can affect our ability to influence policy?
Strengths Weaknesses
Opportunities Threats
•Skills and abilities•Funding lines•Commitment to positions•Contacts and Partners•Existing activities
•Other orgs relevant to the issue•Resources: financial, technical, human•Political and policy space•Other groups or forces
![Page 41: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/41.jpg)
Stakeholder Analysis Approach
• Clarify policy change objective
• Identify all stakeholders associated with this objective
• Prioritise stakeholders according to interest/commitment and power/ assets
• Develop strategy to engage with different stakeholders
Keep Satisfied
Engage Closely and Influence Actively
Monitor (minimum effort)
Keep Informed
High
Power
Low
Low HighInterest
![Page 42: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/42.jpg)
Stakeholder analysis
• Stakeholder: individuals, groups, or organizations that have an interest in the project and can mobilize resources to affect its outcome in some way. Stakeholders are often specific to each policy reform and context, and should not just be assumed.
• Stakeholder analysis: tool used to identify and understand the needs and expectations of major interests inside and outside the project environment in order to plan strategically. It is critical for assessing project risk and viability, and ultimately the support that must be effectively obtained and retained.
![Page 43: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/43.jpg)
Stakeholder interests
Stakeholder Interests Estimated project impacts
Estimated overall priority
Ministry of Environment
Natural resource management
Synergies between land and water policies
Minimum tension with CSOs
High Medium Medium
2nd priority
![Page 44: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/44.jpg)
Actors/Stakeholders
– Identify key governmental, NGO, international, regional, national and sub-national stakeholder groups
– Also identify independent groups/individuals with some influence or potential influence
– Break down categories as far as feasible (one possibility is primary stakeholders, e.g. ministerial advisors, and secondary stakeholders, the minister her/himself; trade union federation vs factor workers directly).
![Page 45: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/45.jpg)
Assessing Stakeholder Power:
• Tangible– Votes– Finance– Infrastructure– Members– Research evidence
• Intangible– Expertise– Charisma– Legitimacy– Access to media &
decision makers– Tacit/implicit
knowledge
Political Assets:
![Page 46: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/46.jpg)
Interests, Position & Commitment
• Interests – what would a stakeholder gain or lose from the proposed reform?
• Interests determine position: supportive, neutral, opposed
• Commitment – importance attached by stakeholder to issue
![Page 47: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/47.jpg)
Type of engagement
Inform Consult Partnership Control Initiation Planning Implementation Monitoring and evaluation
![Page 48: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/48.jpg)
LEVEL OF INFLUENCE
POSITION
Opposed Neutral Supportive
High
Medium
Low
Stakeholder Position Map
![Page 49: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/49.jpg)
Strategies for Policy Engagement
Develop political strategies to change:
• Position: deals to bring about change, horse trading, promises, threats
• Power: provide supporters with funds, personnel, access to media & officials
• Players: change number of actors by mobilizing and demobilising, venue shifting
• Perceptions: use data and arguments to question, to alter perspectives of problem/solution, use associations, invoke symbols, emphasise doability
![Page 50: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/50.jpg)
Bangladesh Integration Example:
• Ministry of Finance• Planning Commission• Prime Minister• Minister of Health• Secretary of Min of Health • Deputy Secretary Ministry of Health• Health reformers in Ministry• Cadre of Family Planning Officials• Medical Association• Donors• Press• Academics• Select service delivery NGOs
![Page 51: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/51.jpg)
LEVEL OF INFLUENCE
POSITION
Opposed Neutral Supportive
High DG FP Min of FinancePlanning CommissionPrime MinisterMinister of Health
Secretary of HealthBMASome DPs (WB, DFID, EC, USAID)
Medium Admin cadreFP cadreClass III/IV employeesPrint press
DGHHealth cadreReformers in MOHFW Secretariat
Low Additional Secretary
Health NGOsFP NGOsAcademia
Some DPs (WHO, UNICEF, UNFPA, CIDA, SIDA, GTZ, Dutch Co-operation)
Bangladesh Integration: Pre-2001
![Page 52: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/52.jpg)
LEVEL OF INFLUENCE
POSITION
Opposed Neutral Supportive
High Secretary DG FPFP cadreClass III/IV workersMinistry of FinancePrime MinisterPlanning CommissionMinister of Health
BMA
Medium FP NGOsAdmin cadre? Press?
DGH Some DPs (WB, DFID, EC, USAID)
Low UNFPA CIDASIDAGTZAcademiaHealth NGOs
Some DPs (WHO, UNICEF, Dutch Co-operation)
Positions Oct 2001-May 2003
![Page 53: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/53.jpg)
Group work:
Questions: a) Who are your stakeholders? b) How powerful are they? And what
accounts for their power? c) What are their interests? Are these
likely to differ across different stages in the policy cycle?
d) What type of engagement is recommendable at different junctures in the policy cycle?
![Page 54: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/54.jpg)
A peer assist is a method whereby participants are invited to reflect on the ideas of their peers based on their experiences, insights and knowledge early on in a project
Peer Assist
• targets a specific technical or commercial challenge;
• gains assistance and insights from people outside the team;
• identifies possible approaches and new lines of inquiry;
• promotes sharing of learning with each other; and• develops strong networks amongst people involved
![Page 55: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/55.jpg)
Policy Mapping Tool 2
Effective Evidence-based policy influencing:
The RAPID Approach
![Page 56: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/56.jpg)
Political context - key findings
• The design of political institutions or regimes matter in that they channel the flow of ideas in particular ways and create different sets of incentives
• New regional / transnational policy spaces present new opportunities and challenges
• Volatility of political contexts
• Time-bound windows of opportunity
![Page 57: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/57.jpg)
Evidence – key findings
• Research quality matters
• Research quantity matters (body of work culminating in a tipping point)
• Triangulation of research methods is important – Quantitative– Qualitative– Experiential – Participatory
![Page 58: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/58.jpg)
Linkages
• Intent to shape policy matters“The hard evidence of many cases supports the claim that intent matters. It matters precisely because the confusions, tensions and accidents of the policy process itself turn out to be so complicated and unpredictable…Research will only have a reliable influence on policy if it can survive…” (O’Neil, 2005: 762).
• Credibility of messenger may be as important as the message; this depends on social/institutional positioning and policy entrepreneurship skills
![Page 59: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/59.jpg)
An Analytical Framework
The political context – political and economic structures and processes, culture, institutional pressures, state-civil society relations, pol-econ history.
The evidence – credibility, the degree it challenges received wisdom, research methodology, message clarity, how it is packaged etc
External Influences Socio-economic and cultural influences, donor policies etc
The links between policyand research communities – networks, relationships/ trust, power, competing discourses
![Page 60: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/60.jpg)
A Practical Framework
External Influences political context
evidencelinks
Politics and Policymaking
Media, Advocacy, Networking Research,
learning & thinking
Scientific information exchange & validation
Policy analysis, & research
Campaigning, Lobbying
![Page 61: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/61.jpg)
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
![Page 62: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/62.jpg)
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
![Page 63: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/63.jpg)
Links: Coalitions 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
![Page 64: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/64.jpg)
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)
![Page 65: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/65.jpg)
The Key Questions
The external environment:
• Who are the key actors?
• What is their agenda?
• How do they influence the political context?
Links:
• Who are the key actors?
• Are there existing networks?
• How best to transfer the information?
• The media?
• Campaigns?
The evidence:
• Is it there?
• Is it relevant?
• Is it practically useful?
• Are the concepts new?
• Does it need re-packaging?
The political context:
• Is there political interest in change?
• Is there room for manoeuvre?
• How do they perceive the problem?
![Page 66: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/66.jpg)
Childhood Poverty in Ethiopia
Political context
•Govt weariness/suspicion of civil society
•Some media access
•PRSP consultation period
•Limited capacity of social policy ministries
External influences
•WB, donors encouraged research-based policy recommendations
•UN Convention on Rights of the Child
•Consultants to Ministry of Finance and Economy
Evidence
•National hh surveys
•Young Lives survey on childhood poverty
•Good practice from other countries, esp. indicators
•Qualitative research
Linkages
•National NGO umbrella orgs
•Save the Children Alliance
•Policy entrepreneurs
•Ethiopian Dev’t Research Institute
•PRSP technical committee
•Dept of Children and Youth
•Regional state govt officials
![Page 67: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/67.jpg)
What you need to do – group work
What you need to know
Broad action steps Possible strategies
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
![Page 68: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/68.jpg)
Group Work
• Specific examples from South Asia
• Country Case studies
• Application of RAPID to South Asian case studies
• Presentation and Plenary Discussion
![Page 69: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/69.jpg)
Advocacy RulesAdvocacy Rules
(Or how to influence (Or how to influence people to make changes ....)people to make changes ....)
![Page 70: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/70.jpg)
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
![Page 71: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/71.jpg)
Who are you advocating/communicating to? 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.
![Page 72: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/72.jpg)
Who are you working together with? 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
![Page 73: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/73.jpg)
Why do you want to make the changes?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....
![Page 74: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/74.jpg)
Advocacy StatementAdvocacy 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
![Page 75: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/75.jpg)
How will you communicate your messages and 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
![Page 76: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/76.jpg)
Where and when to
advocate/communicate?
Creating opportunities (campaigns, public mobilisation, formal and informal lobbying etc.)
Influencing existing agendas
Piggybacking on other agendas
![Page 77: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/77.jpg)
Skills of (pro-poor) policy entrepreneurs
Storytellers
Engineers
Networkers
Fixers
![Page 78: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/78.jpg)
Policy Entrepreneurship Questionnaire
• Rank responses• Add scores• Don’t worry about specifics
![Page 79: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/79.jpg)
Bangladesh CSO Policy Entrepreneurs
>44 = Low
<23 = V. High
<30 = High
![Page 80: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/80.jpg)
• Day 3
![Page 81: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/81.jpg)
Strategies and Organizational factors for linking Evidence to Policy
• How strategies are made?
• What organizational factors matter?
![Page 82: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/82.jpg)
Why communicate?
• To disseminate our research results
• To provide information
• To aid our research process
• To engage with specific groups
• To facilitate (public) discussion
• To lead to change
![Page 83: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/83.jpg)
But…
more communication
≠ more change
![Page 84: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/84.jpg)
Key communication skills
More communication ≠ more change• But better communication can lead to
change.
Key skills: • to understand, • to inspire, • to inform, and • to learn.
![Page 85: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/85.jpg)
Communications Toolkit
• Planning Tools• Packaging Tools• Targeting Tools• Monitoring Tools
![Page 86: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/86.jpg)
Communications Toolkit
• Planning Tools– Stakeholder Analysis – Social Network Analysis – Problem Tree Analysis – Force Field Analysis – National Systems of
Innovation (NSI) – How to Write a
Communications Strategy • Packaging Tools• Targeting Tools• Monitoring Tools
Key skill:to understand
![Page 87: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/87.jpg)
The overall framework
• Identify the problem• Understand the context• Identify the audience(s)• Develop a SMART Strategy • Identify the message(s) • Resources – staff, time, partners & $$• Promotion – tools & activities• Monitor, learn, adapt
How?
Who?
What?
![Page 88: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/88.jpg)
Audience• Who needs to make these changes?
• Who has the power?
• What is their stance on the issue?
• Who influences them?
• Identify targets and influence
(use stakeholder & context mapping tools)
![Page 89: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/89.jpg)
Message• Why should things change (or what is the
evidence to support your case?)
• How to make sure that the evidence is credible and ‘legitimate’?
• What the target audience can hear.... frameworks of thought
• Language, content, packaging, and timing
![Page 90: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/90.jpg)
Messenger (Promotion)• How to access information and target?
• Who is a trusted and credible messenger?
• What is the most appropriate medium? (campaigns, public mobilisation, formal and informal lobbying)
• How will you package your information?
• Role of the media?
![Page 91: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/91.jpg)
Persuasion
• Separate people from problem
• Focus on interests, not positions
• Invent options for mutual gain
• Insist on using objective criteria.
• Manage human emotion separately from the practical problem
• Highlight the human need to feel heard, understood, respected and valued.
![Page 92: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/92.jpg)
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
![Page 93: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/93.jpg)
Targeting: Writing Effective Policy Papers
Providing a solution to a policy problem
• 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]
![Page 94: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/94.jpg)
A peer assist is a method whereby participants are invited to reflect on the ideas of their peers based on their experiences, insights and knowledge early on in a project
Peer Assist
• targets a specific technical or commercial challenge;
• gains assistance and insights from people outside the team;
• identifies possible approaches and new lines of inquiry;
• promotes sharing of learning with each other; and• develops strong networks amongst people involved
![Page 95: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/95.jpg)
Peer Assist
What you know in your context
What I know in my context
"...the politics accompanying
hierarchies hampers the free
exchange of knowledge. People
are much more open with their peers. They are
much more willing to share and to
listen”
What weboth know
What’spossible
?
ActionMultiplying Knowledge
![Page 96: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/96.jpg)
What is KM & Learning?
“… keeping track of people who ‘know the recipe’….
“…every time we do something again we should do it better than the last time…”
Goals ResultsActivities
Learnduring
Learnafter
Learnbefore
External networks; Colleagues; Information assets; Own knowledge
![Page 97: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/97.jpg)
Different learning styles…
Reflector
Theorist
Activist
Pragmatist
![Page 98: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/98.jpg)
Different forms of knowledge
StartHas it been articulated?
Can it been articulated?
Explicit Tacit
Implicit
Y N
Y
N
![Page 99: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/99.jpg)
KM Toolkit
• Strategy Development• Management Techniques• Collaboration Mechanisms• Knowledge Sharing and
Learning Processes• Knowledge Capture and
Storage
![Page 100: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/100.jpg)
Knowledge Audit for CSOs
• What are the core tasks?• What do the people doing them need
to know?• How is the knowledge generated?• How is it stored and accessed?• Any problems?• What are the relationships between
producers and users?• How could it be improved?• Any leadership issues?• Any incentive problems?
![Page 101: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/101.jpg)
Policy Influencing Tools
Tools– Identifying the forces for and against
change and developing the strategy
![Page 102: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/102.jpg)
Force field Analysis
• Specific Change
• Identify Forces
• (Identify Priorities)
• (Develop Strategies)
![Page 103: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/103.jpg)
Force Field Analysis
• Think about:– Who needs to change– Who can support and who can resist change
• Do not confuse strength of force with importance of force
• Look out for:– VERY strong forces– Priorities– Nested FFA (you might have to re-think your
problem)
![Page 104: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/104.jpg)
What are the problems we face while monitoring for policy impact?
• The problem with attribution– Multiple actors and factors contribute – Unintended results are often ignored– Influence shifts overtime (indirect
relation)– Impact of our interventions occurs further
down the development chain
![Page 105: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/105.jpg)
The problem with attribution
CEF
National Gov
Family
Local Gov
GRO
USAID
Church
CSO
DFID
![Page 106: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/106.jpg)
Why do we face these problems?
• Because the responsibility for achieving results ultimately depends on the actions of our partners as influenced by the contexts in which they work
• Focusing on downstream impact increases programming bureaucratisation and is inconsistent with our understanding of develpment as a complex process.
![Page 107: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/107.jpg)
Monitoring ex-ante
• … ex-post is sometimes too late
• A short introduction to OUTCOME MAPPING
![Page 108: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/108.jpg)
What is OM?
• OM is a dynamic methodology useful in the development of planning, monitoring and evaluation mechanism. OM:– Provides the tools to think holistically and
strategically about how it intends to achieve results
– Focuses on Outcomes instead of impacts– It deals with Contribution instead of attribution– Forces us to limit our planning and evaluation to
our sphere of influence– Deals with changes in the behaviours of our
direct partners
![Page 109: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/109.jpg)
Outcome Mapping
OUTCOME MAPPING:Building Learning and Reflection into Development ProgramsSarah Earl, Fred Carden, and Terry Smutylo
http://www.idrc.ca/en/ev-9330-201-1-DO_TOPIC.html
![Page 110: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/110.jpg)
The 3 Stages of OM
• The intentional design stage: helps answer 4 questions: 1) Why? (developing a vision statement); 2) Who? (identifying the primary partners); 3) What? (specifying desired outcomes and relevant progress markers); and, 4) How? (articulating the mission and a portfolio of strategies).
• The outcome and performance monitoring stage: provides a framework for a continuous monitoring of the initiative as a tool to achieving its outcomes. The program uses progress markers, a set of graduated indicators of behavioural change, identified in the intentional design stage to clarify directions with its primary partners and to monitor outcomes.
• The evaluation planning stage: helps identify the evaluation priorities assessing the strategy at greater depth than the performance monitoring stage.
![Page 111: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/111.jpg)
Intentional design
• Boundary Partners– Individuals, groups and organisations with
whom the programme interacts directly to effect changes.
– Those that you are trying to encourage to change so that they can contribute to the vision? With whom will you work directly?
– We must try to group similar partners according to the type of behavioural changes sought. Boundary partners are different from strategic partners.
![Page 112: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/112.jpg)
Boundary partners
= Program`s Partners
Program
![Page 113: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/113.jpg)
Intentional design
• Outcome Challenges– The changed behaviours (relationships,
activities and/or actions) of the boundary partner and how they would be behaving if they were contributing ideally to the vision.
– Imagine that in 3-5 years PartCom has been extremely successful. What would our boundary partners be doing to contribute maximally to the vision?
– Outcome challenges are about the boundary partner, not the programme.
![Page 114: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/114.jpg)
Intentional design
• Progress markers– Step by step progressive changes that one
expects to see (short run), would like to see (medium to long run) and love to see (very long run) –keep it simple, 15 max!
– Are about CHANGES IN BEHAVIOURS OF BOUNDARY PARTNERS
– Are linear but NOT static– Must be revised– Help monitor the effectiveness of the strategy
![Page 115: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/115.jpg)
Intentional design
• Strategy Map– Outlines the programmes approach in working
with the boundary partners– How will the programme contribute to the
achievement of the outcome challenged over the next X months/years?
– Use force field analysis
![Page 116: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/116.jpg)
The three stages of OM
![Page 117: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/117.jpg)
Discussion
• How will we design and deliver training on Evidence based Policy Advocacy?
![Page 118: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/118.jpg)
Summary
– Evidence-informed policy challenging– Policy about interests, institutions & ideas– Variety of tools to understand these factors -
range in sophistication/complexity and ease of use
– Tools to use the understanding to engage in policy processes – less well developed
– Extent to which the tools are helpful depends on creativity, tenacity, inside knowledge – advocacy coalitions useful
– You can get more info at …
![Page 119: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/119.jpg)
Further Information
Mapping Political Contexts:http://www.odi.org.uk/RAPID/Publications/Tools_Political_Context.html
Tools for Policy Impact:http://www.odi.org.uk/RAPID/Publications/Tools_Policy_Impact.html
Best Practice in Policy Making:http://www.policyhub.gov.uk/policy_tools/
Understanding Policy Process:
![Page 120: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/120.jpg)
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
![Page 121: Improving Evidence based Policy Engagement in South Asia Naved Chowdhury Rijit Sengupta n.chowdhury@odi.org.ukn.chowdhury@odi.org.uk rsg@cuts.orgrsg@cuts.org](https://reader035.vdocument.in/reader035/viewer/2022070306/5515f88655034694308b4819/html5/thumbnails/121.jpg)
Closing comments
1. Was this useful?
2. What will you do different from now on?
3. How can we help you?
Action Planning