1. Day 2

2. RAPID Programme www.odi.org.uk/rapid SMEPOL, Cairo, February, 2005 2 Outline of the Workshop Day 1 General Introductions Theory - Research Policy Processes The General Context Day 2 Identification specific problems Policy Process Tools & SME Policy processes in Egypt Other policy entrepreneur tools What you alreay do Working on the problems Day 3 Strategic Planning Programme Planning Personal Action Plans Evaluation

3. RAPID Programme www.odi.org.uk/rapid SMEPOL, Cairo, February, 2005 3 Evidence-Based Policy – key texts Modernizing Government, UK Cabinet Office The Magenta Book: Guidance Notes on Policy Evaluation, Chief Social Researchers Office Getting the Evidence, NAO Government Action Plan, Small Business Service Better Policy-Making, Bullock Evidence-based policy, Nutley Policy-based evidence, Sanderson Speaking Truth to Power, Bardach

4. RAPID Programme www.odi.org.uk/rapid SMEPOL, Cairo, February, 2005 4 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

5. RAPID Programme www.odi.org.uk/rapid SMEPOL, Cairo, February, 2005 5 An Analytical Framework The 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 policy and research communities – networks, relationships, power, competing discourses, trust, knowledge etc.

6. RAPID Programme www.odi.org.uk/rapid SMEPOL, Cairo, February, 2005 6

7. RAPID Programme www.odi.org.uk/rapid SMEPOL, Cairo, February, 2005 7 Overview of factors in Egypt Top down common Ministers key Quality of data variable Capacity weak Coordination poor Stakeholder trust low