Chapter 2 The challenge of evidence-based strategy development: Linkages between evidence, policy and practice

2 The strategy development approach

In the international literature, the process of policy and strategy development has had a bad image. The assumption that evidence from research can be assessed and then used as a basis for shaping policy processes has been shown to be flawed. Rather, the policy development process has been characterised as ‘a chaos of accidents and purposes – not at all a matter of the rational implementation of decisions through selected strategies' (Clay & Shaffer 1984). There is a ‘growing recognition that policy processes are complex, multidimensional and unpredictable' (Young 2005) and that they are often more of a reflection of the political process rather than the findings from evidence. In local and international research and policy circles there is increasing acknowledgement of an ‘urgent need to find mechanisms to promote the use of research-based and other forms of evidence in development policy' (Young 2005). This urgency is reflected in the framing of the TOR for the development of a settlement and implementation support strategy for Restitution, LRAD and Commonage. The TOR requires that the strategy must be developed out of an evidence-based approach. The brief presents SDC, the DLA and its partners with clear challenges, as indicated below. Challenges for SDC Challenges for DLA and its partners to clearly assemble and interpret the evidence on the status quo in the Restitution, LRAD and Commonage components of land reform as a starting point for strategy development; to develop a clear, practical and feasible phased strategy process which systematically engages with the evidence to build on strengths and overcome problems; and to link strategy with a clear agenda for implementation that can be taken up and acted on with the minimum of delay. to engage openly with the evidence and the political and practical challenges it presents; to align, co-ordinate and integrate the strategic approach being put forward by the SDC with other initiatives within DLA and with those of partner agencies; and to put in place the mechanisms that will enable an integrated and consistent approach to providing effective SIS. To develop an evidence-based strategy, we have drawn on a wide range of literature, comparative regional and international practice and a range of legal and technical expertise to undertake a systematic process of critical investigation. This enquiry has been supported and deepened by field-based learning and project support processes which have stimulated the self-reflection of land reform practitioners and related development actors from different national and provincial government departments and district and local municipalities.This has enabled the development of a coherent SIS framework and the identification of realistic strategy options grounded in broader planning and development practice.