Reconstructing Public
Administration after Conflict
GUIDANCE TOOL-KIT (GTK)
Supporting document:
World Public Sector Report 2010: “Reconstructing Public Administration after Conflict”
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How was it developed ?
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Experiences of Countries & Case studies
Expert group meetings:
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Field missions:
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Yaoundé (2003), Vienne (2007), Accra (2008), Barcelona (2010)
DESA-DPADM Interregional Advisers missions
UN professionals and experts missions
UN working group on public administration
Workshops & Advisory Services
N.B: GTK is derived from lessons learned and practices that successfully worked and those
that failed to reach expected outcomes further to specific case studies.
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Public Administration Reconstruction GTK : Presentation
Post conflict Environment/Country
WHAT
WHY?
Need for PAR
HOW?
TOOLS
GTK Document
1. Process-led Tools
1. 2010 WPSR
2. EGMs
3. Field Missions
4. Advisory services
2. Thematic Tools
Principles from
Lessons learned
& Way forward
3. Informative Tools
GTK: Guidance Tool-kit; PAR: Public Administration Reconstruction; WPSR: World Public Sector Report; EGM: Experts Group Meeting
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RECONSTRUCTING PUBLIC ADMINISTRATION AFTER
CONFLICT: GUIDANCE TOOL-KIT. RECONSTRUCTING PUBLIC
ADMINISTRATION AFTER CONFLICT: GUIDANCE TOOL-KIT.
RECONSTRUCTING PUBLIC ADMINISTRATION AFTER CON
FLICT: GUIDANCE TOOL-KIT. RECONSTRUCTING PUBLIC AD
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PUBLIC ADMINISTRATION AFTER CONFLICT: GUIDANCE TOOLKIT. RECONSTRUCTING PUBLIC ADMINISTRATION AFTER
CONFLICT: GUIDANCE TOOL-KIT. RECONSTRUCTING PUBLIC
ADMINIS TRATION AFTER CONFLICT: GUIDANCE TOOL-KIT.
RECONSTRUCTING PUBLIC ADMINISTRATION AFTER
CONFLICT: GUIDANCE TOOL-KIT. RECONSTRUCTING PUBLIC
ADMINIST RATION AFTER CONFLICT: GUIDANCE TOOL-KIT.
RECONSTRUCTING PUBLIC ADMINISTRATION AFTER
CONFLICT: GUIDANCE TOOL-KIT. RECONSTRUCTING PUBLIC
ADMINISTRA TION AFTER CONFLICT: GUIDANCE TOOL-KIT. RE
CONSTRUCTING PUBLIC ADMINISTRATION AFTER CONFLICT:
GUIDANCE TOOL-KIT. RECONSTRUCTING PUBLIC
ADMINISTRATION AFTER CONFLICT: GUIDANCE TOOL-KIT.
Why Public Administration
Why a Tool-Kit on Reconstructio
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Aftermath of conflict…
Losses of Human beings
and infrastructure
Street children
Destruction and nonfunctioning of schools
Increase of poverty
Environmental Destruction
Suffering
Lack of drinkable water
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Healthcare limitations
What is needed?
WOMEN RIGHTS
HOMES
PEACE
SCHOOLS
TRANSPORTATION
WATER
ELECTRICITY
FOOD
FACILITIES
ROADS
JUSTICE
JOBS
STABILITY
FINANCES
CHILDREN RIGHTS
COMMUNICATION Infrastructure
HOSPITALS
RECONCILIATION
DEMOBILIZATION
WORKERS
HUMAN RIGHTS
SECURITY
DISARMAMENT LAW & ORDER
Public administration is the first and foremost engine of the State that can
address all these needs, ensuring peace and security, fostering social
reconciliation and promoting socio-economic development.
N.B: This can be fulfilled through effective and efficient institutions, working systems and approaches, 6
leadership, values and mindsets, knowledge and social capital, Human resources capacities, etc…
HOW?
A TOOL-KIT
Three types of tools:
• Informative tools
• Process-led tools
• Thematic tools:
- Specific tools
- Hands-on tools
Target audience:
 Political leaders,
managerial, technical and
administrative leaders
 Policy and decision makers
 International & national
development partners,
 local population (civil
servants, other CSOs)
Academics, advisors,
experts and professionals
N.B: Please note that the importance of a tool-kit stands when the user knows the purpose of it
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Informative Tools
Conventions:
• Paris Declaration
• Dili Declaration
• Busan New Deal for engagement in fragile
States, ....
Cases: Angola; Bosnia; Burundi; Cambodia; Chad;
Case Studies
& Conventions
Specialized
Institutions,
Professional
Networks
& Experts
• UN Agencies in Crises Management &
PC reconstruction
• Institutions dealing with governance
& reconstruction
• Public administration portals &
professional networks
• Useful links
Democratic Republic of Congo; GuineaBissau; Kosovo; Liberia; Mozambique;
Rwanda; South Africa; Timor-Leste; Togo, …
Tool-kits and
Online Training
Bibliographical
References
• Governance and Public
Administration
• UNPAN online training
•Research Findings
•Best Practices and Lessons
learned
•Websites & online tools from
various institutions and
agencies
•Professional contributions
N.B: Although some references can be considered as sources of information this GTK underscores each information that can be
instrumental for PAR purpose either through principles, guidance, inspiration or skills enhancement as “informative tool”
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Process-led
Tools
1) MASTER DIAGRAM
It outlines the four pillars and the machinery of the public administration reconstruction process showing
the centrality of Leadership and how the four symbiotic planes (SA –Vision-GS-I/A) interfere each other
2) DYNAMICS OF PUBLIC ADMINISTRATION RECONSTRUCTION
It highlights the interaction between the four pillars of public administration reconstruction:
Ownership – Partnership – Participation – Innovation (OPPI)
3) HOLISTIC AND RIGHT TIMING APPROACH
It underscores public administration reconstruction as a continuous movement in a holistic manner through
the four intertwined symbiotic ‘planes’ which figure out a ‘compass’ for decision making and action at right time
4) PUBLIC ADMINISTRATION RECONSTRUCTION AS A CONTINUOUS PROCESS
Public administration reconstruction is a continuous process of transformation and is illustrated as a “snowball”
rolling along the four phases of post conflict reconstruction towards the completion of the contemplated Vision
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OWNERSHIP
PARTNERSHIP
LEADERSHIP
1. Context & Situation Analysis
2. Future Envisioning
CITIZENS ENGAGEMENT
LEGAL &
NORMATIVE
Frameworks
VALUES
BELIEFS
BEHAVIOR
Vision
National Governance Framework
3. Governance Strategy &
PAR Road-Map
Priority Setting & Policies ( Sequencing / Combination)
HRM & Capacity
Development
Institution
Development
Policy, Legal &
Regulatory
Frameworks
Knowledge Management
Info-Communication
Finance
Budget
Economy
Infrastructure - Environment & Technology
Mobilizing & Connecting
Partners & Stakeholders
(People + CS, Private Sector, Public Sector,
International Community)
Pillars and Machinery of
Public Administration
Reconstruction Process
CORE FUNCTIONS for a NEW
PUBLIC ADMINISTRATION
4. Implementation - Action
Programmes –Projects- Initiatives-Decisions
Public Administration in action
Standards-Performance-Procedures-SystemsProcesses (duties-responsibilities)
Monitoring
Evaluation
Accountability
Service Delivery
(Access-QualityResponsiveness)
Public Good
Trust & Legitimacy
Peace-Human Rights-Security-Development-Well Being
INNOVATION
Master Diagram:
PARTICIPATION
Thematic
Tools
Thematic tools are related to the 4 iterative and intertwined symbiotic planes of
public administration reconstruction after conflict. They include: Specific Tools and
Hands-on Tools
Plane 3
Governance Strategy/Road Map
Plane 1
D. Situation Analysis
Plane 2
Visioning
Plane 4
Implementation & Monitoring and
Evaluation
N.B: Here is the foundation of the Public Administration Reconstruction architecture. All the time there is diagnostic analysis,11
there is strategizing, the vision is in sight and there is action for implementation monitoring and evaluation.
Plane 1
Diagnostic Situation Analysis
(Themes and Tools)
Themes
Tools
1) When and how to get started?
2) Who should conduct and lead the diagnostic analysis of
the current situation?
3) How to develop a framework for the diagnostic analysis
of the situation ?
4) How to successfully conduct a diagnostic analysis of the
situation?
Total: 20 Tools
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Plane 1: A Sample of Tools...
 “Star Profiling” Situation Analysis Framework
Stakeholders and their roles in Public Administration
Reconstruction Process
 Values and Beliefs Assessment Form
Understanding Institutions and their Workforce
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Framework for Star Profiling a Post Conflict Country
(Diagnostic Situation Analysis)
Organizational &
institutional diagnostic
analysis
Available capacity
Capacity gaps
Leadership capacity
&Commitment
Socio-
Strategic
actions
PoliticoEconomc
history
Environmental
Opportunities
Environmental
Challenges
Environmental
diagnostic analysis
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Values and Beliefs Assessment Form
Values & Beliefs
Perspective
Negative Persp.
Remarks
Positive Persp.
1.
2.
3.
4.
5.
N.B: The numbers of values and beliefs to be analyzed will depend on each specific situation
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Understanding Institutions and their Workforce:
Importance of Alignment
Level
Individual
Collective
Visible side
Internal side
Behaviour
Interpersonal
Groups skills
Relationships
Partnerships
Consciousness
Mind
Awareness
Values
Attitudes
Organizations
Institutions
Systems
Policies
Infrastructure
Culture
Myths/Stories
Rituals
Symbols
Norms
This tool help for an in-depth analysis of institutions. It commends for a sound alignment of what is visible against
what is not seen. Note that this is an illustration. Each situation is unique and requires a thorough analysis.
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Criteria of a Sound Vision
Criteria and Specific Features
1.
Expression of change comes from and is shared by many people
irrespective of their diversity
2.
Expression of greatness, hope and optimism
3.
Common picture emerging from minds and shared values that is
painting the future looking great for all
4.
Attraction, motivation and mobilization. A vision statement is the
driving force and trigger for hope and optimism
5.
Anticipation for action and transformation.
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Vision for Real
Victory
Happiness
Efficient healthcare
Access to
education
Justice - Equality
Access to water
Development
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Public transportation
THANK YOU
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