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Day 2

Day 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

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Day 2

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  1. Day 2

  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. Evidence-Based Policy – key texts • Modernizing Government, UK Cabinet Office • The Magenta Book:Guidance Notes on Policy Evaluation, Chief Social Researcher’s 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. The RAPID Framework 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

  5. The political context – political and economic structures and processes, culture, institutional pressures, incremental vs radical change etc. The links between policy and research communities – networks, relationships, power, competing discourses, trust, knowledge etc. The evidence – credibility, the degree it challenges received wisdom, research approaches and methodology, simplicity of the message, how it is packaged etc An Analytical Framework External Influences Socio-economic and cultural influences, donor policies etc

  6. Overview of factors in Egypt • Top down common • Ministers key • Quality of data variable • Capacity weak • Coordination poor • Stakeholder trust low

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