Initial conclusions

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

The Strategy outlined in Chapters 7–13 has been developed from a robust base of evidence which has considered hard data (available facts, analysis of trends and survey information), a wide range of stakeholder perceptions and opinions, and findings from investigative studies and learning processes on the ground. A summary of the evidence is presented in Chapter 4.

However, evidence is not enough in itself to change the way projects are conceptualised, planned and supported in order to improve policy and practice. Putting the Strategy in place requires the following:

The DLA and its partners in government and the private sector have to be convinced about the quality of the research, and the extent to which the SDC demonstrates constructive use of the evidence to propose solutions to current problems.
The political context must ensure that government is receptive to the research findings and the implications of the findings for improving the way it works.
Networks and linkages must be established to help communicate the findings and the Strategy as it emerges, thereby building wide-ranging support for an effective joint programme between key public and private role-players.
A favourable balance of factors must be present in the broader development context which positively influences the strategy and related policy processes.

The evidence clearly indicates that land reform is not currently meeting its quantitative or qualitative objectives. The current emphasis on speeding up land transfer has to be balanced by dramatically enhanced capability to support people once they have acquired land. It signals that the transfer of land must be regarded as but the first step in a much broader process which must be put in place to secure rights, improve livelihoods and contribute to social and economic development.

These findings do not appear to be in dispute, although there are differences in interpretation as to what the programme should be achieving and why the programme is performing poorly. This awareness has led to a variety of different initiatives to improve programme performance and impact, which are currently being undertaken by DLA and NDA. However, these initiatives require improved co-ordination to achieve the synergy that will enable them to add value to each other. The SIS Strategy outlined in this publication must be consciously aligned with other DLA management initiatives if it is to be successfully implemented.

Within the top management of government there is increasing recognition of the need to recast land reform as a joint programme which must have developmental as well as restorative and redistributive impacts. At the same time, there is the contradiction of continuing to measure the success of the programme mainly by narrow quantitative indicators. Within DLA and the CRLR there are significant differences of opinion about the extent of the Department's mandate. These will have to be overcome if a SIS Strategy driven by the DLA is to take root.

Within most provincial and district operational contexts there are significant discontinuities between the agendas of different development actors, as well as significant capacity deficits. However, the emerging area-based planning approach, which emphasises the integration of land reform into municipal IDPs, represents a significant opportunity to overcome current fragmentation and to provide the platform for the delivery of improved SIS services.

Overall, there is an uneasy balance of factors in the broader institutional and development context. The Strategy must consciously address this to tip the balance and create a more enabling environment for sustainable land and agrarian reform.