Civil Society Organizations and Policy Entrepreneurship

RAPID Programme Civil Society Partnerships Programme

Civil Society Organizations and Policy Entrepreneurship

Naved ChowdhuryOverseas Development Institute, London


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


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


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.


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


HIV Prevalence in Thailand, Uganda & KwaZulu-Natal: 1990-2000

0%

6%

12%

18%

24%

30%

36%

1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000

HIV

Prev

alen

ce

Thailand Kampala, Uganda KwaZulu Natal, South AfricaSource: UNAIDS


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


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


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.


Self Introductions

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


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


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 Consultations4 – ODI-AFREPREN Workshop


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


Existing theory1. 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, Beach17. 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 Theory 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

www.odi.org.uk/rapid/lessons/theory

X


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


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:


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


Generic Policy Processes


Agendasetting

Problem definition

& analysis

Policy tools

SelectionImplementation Enforcement

Policy evaluation

Public

Scientists

Industry

CSOs

MediaGovernment

Source: Yael Parag


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


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


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


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.


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


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


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


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


Other models


The Context, Evidence & Links Framework


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


The Analytical FrameworkThe 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 policyand research communities – networks, relationships, power, competing discourses, trust, knowledge etc.


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


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


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


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


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)


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


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/


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


Group WorkUse the CEL Framework to analyse the key factors likely to influence the uptake of your research


Using the Framework


A Practical FrameworkExternal Influences political context

evidencelinks

Campaigning, Lobbying

Politics and Policymaking

Media, Advocacy, Networking Research,

learning & thinking

Scientific information exchange & validation

Policy analysis, & research


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?


What researchers need to doWhat 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


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?


Animal Health Care in Kenya1970s

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!


Animal Health Kenya - Context1970s

1980s

1990s

2000s


Structural Adjustment → collapse of services.


ITDG projects.

Privatisation.







Structural Adjustment

Privatisation

ITDG Paravet network and change of DVS.




Animal Health Kenya - Research1970s

1980s

1990s

2000s




ITDG projects.

Privatisation.








Privatisation




ITDG projects – collaborative action research.

The Hubl Study

International Research


1970s

1980s

1990s

2000s




ITDG projects.

Privatisation.








Privatisation




ITDG projects – collaborative action research.

International Research

The Hubl StudyDr Kajume

Animal Health Kenya - Links


• 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


The PRSP Story…• The WB & IMF “adopted” PRSPs at

the AGM in Sept. 1999 as the 1o instrument for HIPIC II (and subsequently for all loans)

• Why?• What were the key factors?• What role did “evidence” play in the

process?


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


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


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”


Skills of (pro-poor) policy entrepreneurs

Storytellers

Engineers

Networkers

Fixers


• Please fill up your policy entrepreneurship questionnaire

• The results will be discussed tomorrow


Name 1 43 33 33 41Name 2 38 27 37 48Name 3 32 32 35 51

Average 37 33 38 42

>44 = Low

Day 2: Building policy entrepreneurs

<23 = V. High

<30 = High


Practical ToolsOverarching 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


Policy Analysis: Methods and tools– Policy Process Mapping– Stakeholder Analysis– Problem Situation Analysis (Tree Analysis)– Force field analysis– Influence mapping– RAPID Framework– Outcome Mapping


Assessing Political Contexts


Mapping Policy Processes

Agendas Formulation Implementation

Central Government

Parliament

Bureaucrats

Civil Society

State Government

Implementation

Civil Society


Political Context Assessment Tool

(e.g. from Middle East)Interests

Extent of Interests of Policymakers

High Medium Low

Public Interests 1 3 6

Personal Interests 5 4 1

Special Interests 6 1 3

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


Forcefield Analysis

• Specific Change

• Identify Forces

• (Identify Priorities)

• (Develop Strategies)


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


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


Sustainable Livelihoods Approach


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


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


Policy checklists: Ideal and Reality

Option A Option B Option C

Effectiveness Very Positive Positive No impact

Flexibility Very Positive Positive Positive

Sustainability Positive Positive Negative

Political Feasibility High Medium Low

Administrative Feasibility

High Medium Low

Time Short Medium Long

Cost High Medium Low


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


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


Outcome Mapping: example

Donor Centre

National BT Policy

WHO

National NGO

International NGO

Bi/Multilateral

Inter/National Media

Friends Family


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?


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


Advocacy Rules

(Or how to influence people to make changes ....)


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


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.


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


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....


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


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


Where and when to advocate / communicate?

Creating opportunities (campaigns, public mobilisation, formal and informal lobbying etc.)

Influencing existing agendas

Piggybacking on other agendas


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?


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


Communicating Research: Important themes

• Approach communication as systematic issue

• Improve the condition for communicating research

• Facilitate different levels of engagement

• Invest in communication


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)


Different Roles


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

Low HighInterest


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


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


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..


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.


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]


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


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


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


• Divide in Groups

• Discuss the main advocacy issues for CEF.

• And how these issues should be communicated to the stakeholders.


How to write a Communication/Advocacy Strategy

• Objectives

• Audiences

• Messages

• Tools and activities

• Resources

• Timescales

• Evaluation and amendment


Outcome Mapping: example

Donor Centre

National BT Policy

WHO

National NGO

International NGO

Bi/Multilateral

Inter/National Media

Friends Family


• Action Planning: How CEF will take this work forward?

• Workshop Evaluation


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


Other sources of information:

Visit http://www.odi.org.uk/rapid

or e-mail [email protected] for a copy of the RAPID/CSPP CD-ROM


Contact Details:

Naved Chowdhury – [email protected]

RAPID Programme, ODI www.odi.org.uk/rapid

Civil Society Organizations and Policy Entrepreneurship

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