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Chapter 2 The challenge of evidence-based strategy development: Linkages between evidence, policy and practice
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1 Starting points
1.1 The original terms of reference
1.2 The amended TOR

2 The strategy development approach
2.1 Linking research, policy, strategy and practice

3 Assessing the context
3.1 The fit between strategy and the political context
3.1.1 An initial focus on Restitution
3.1.2 A contested status quo
3.1.3 Working on the ground
3.1.4 A change of Minister
3.1.5 An expanded strategy mandate
3.2 Factors which might enhance the uptake of the Strategy
3.2.1 Emerging recognition of the need for joint programmes
3.2.2 Co-ownership and communication of the Strategy
3.2.3 Sharing responsibility for performance
3.2.4 Recognition of the need for government-wide M&E
3.3 Potential limitations and risks
3.3.1 The impending closure of the CRLR
3.3.2 Internal contestation over the role of DLA
3.3.3 Service delivery by other departments
3.3.4 The uneasy relationship between quantity and quality
3.3.5 Lack of alignment and co- ownership of emerging strategic initiatives
3.3.6 Potential resistance to change
3.3.7 The capacity to effect change

4 Assembling the evidence

5 Making linkages and connections

6 Factors in the broader environment

7 Initial conclusions

8 Chapter references

Background documents associated with this chapter