1. Policy Change Processes Experiences of WASSAN

2. Some Common Approaches in Policy Change Processes Lobbying for policy change through struggles and people’s movements; Facilitating policy and administrative changes by collaborating closely with state/state apparatus Accessing and using legal instruments such as public interest litigation (PIL) to enforce a new policy/ procedure Establishing new policy framework through democratic processes Changing policies under the influence of donors/ funding agencies/ industrial groups/ markets Changing policies as an obligation towards the national and international commitments and protocols

3. Nature of Partnerships in Policy Change Processes The state/government is not aware of important concerns or not willing to change. So someone external to government/ state has to “advocate” what is good for the country/ community. External agents (Advocates for change) are more sensitive and/or pro-community. The state/government is less sensitive and/or not so pro-community. The relationship between advocate and state/government is often turbulent and friction ridden. The state/government is aware of the limitations of current policy, procedure and programs. The state/government is willing to make efforts to improve/change the policy framework. In this process, the state/government seeks an active and professional support from an external agency. The advocacy processes is largely an internal exercise of the state/government in which external agencies provide critical inputs. The level of trust and confidence on the partnership between state/government and external agency is fairly high. The sense of ownership on the above advocacy and change process is fairly high among the key officers of state/government.

4. Guiding Principles for Policy Change Processes Adopted by WASSAN Evidence based suggestions are proposed for policy improvements, rather than hypothetical solutions to real problems. Scanning for working solutions/ evidences is an important part of advocacy process. New experiences are generated (pilots) to address critical concerns of mainstream projects and take the quality of projects to higher order. Consolidation and processing of existing experiences is an important step for generating lessons for policy advocacy. Mandate of policy change need to be obtained from the concerned policy makers. This mandate could be in different forms - a pilot project; action research; membership in a working groups/committees; monitoring assignments and so on.

5. Guiding Principles for Policy Change Processes Adopted by WASSAN Action research and research studies help to crystallize not only the problem but also the solutions. Monitoring of large-scale development projects helps to bring the field level concerns into limelight from time to time. Monitoring helps to set the agenda for change at policy level and action level. Operationalizing policy changes and advocacy at action level are an important agenda. Policy advocacy is a collective effort and several actors need to be partners in this process. Support from government officers is an important requirement for this agenda.

6. Getting the Mandate Project Pilot Working Group Annual Network Meets Process Studies Writeshops Inventory of Good Policies Inputs from Others Conceptualization of New Policy Drafting Guidelines New Program Special Stream for NGOs Hand Holding Support Monitoring of Projects Independent Process Monitoring People’s Monitoring Improvements in Policy and Program Policy Change Processes Paper to Action

7. Policy Change Processes Paper to Action – Some Dilemmas and Concerns Who owns the advocacy process and its outputs? Who takes the credit? Respecting Inputs Role of Bilateral Projects/ Donors Space for Continuous Engagement with Policy Formulation, Implementation and Improvement and Costs Involved Working With Networks and Informed Vs Ignorant Partners Program Interests Vs Policy Content Role Clarity - Cooperation and Cooption Delays and Continuity Negotiating for Desirables and Essentials and Compromises