A committed leadership needs to be in place to champion institutional development. For institutions to matter, their underlying values and expected behaviors must be internalized and respected by leaders and all other constituents.

Modifying only the “visible” structure of institutional systems cannot by itself change how actors behave. Therefore, transforming belief systems, values and behaviors, as well as mindsets is of the utmost importance for the success of public administration reconstruction.

Separation of powers, coupled with a ‘checks and balances’ system, is critical in reducing the potential of concentration of powers in one branch of State,  in one institution, or in one individual.

Leadership ladder: Leaders can help citizens move from bottom stage to upper stage (e.g. from a ‘victim’ or a ‘loser’ status to a more responsible and accountable one; from a ‘no voice’ to ‘voicing’; from unknown to ‘recognition’; from ‘non capable’ to ‘more capable knowledgeable and skilled’ through empowerment and trust building while encouraging ownership for better destiny.

Network Leadership and service delivery system: leadership existing in every corner of the State should be taken into consideration for vison completion, implementation as well as for evaluation of public policies, and for the delivery of quality public services responsive to people needs in confirmity to their purchasing power and their settlement areas.

Practising Governance strategy including PAR strategy and systems related should go beyond present time in order to make Public Administration stand ready to overcome challenges it is facing now and for the years to come. Governance strategy and systems in practice should always contemplate the following: Prevention, Preparedness, Resilience, Adaptation, Cooperation, Innovation and genuine management of resources and human capital.