It is always wise to have these missions and objectives defined with participation of the population and in close collaboration with existing experienced State employee or government officials to ensure more relevance, coherence and shared ownership.This can be done though specific workshops, special meetings and working sessions, or through ad hoc groups. In the whole process of conducting a diagnostic analysis of the past and the present environment for envisioning thefuture, one critical outcome should be an agreed set of missions of the State to be pursued by Public Administration.

 

When the missions of the State are elaborated through a transparent process that engages the population, it becomes easy to agree on what Government (public administration) should focus on, what the civil society should work on to reinforce government action, what the private sector should embark on in terms of investment, growth and job creation and what all the sectors can do together in a coordinated manner complementing each other with no overlapping. When the responses to these fore mentioned questions are clear to the stakeholders it is commended to recap the priority focus areas around which public administration will be deployed as shown in the table above.

 

The institutional arrangement will be done bearing in mind these priority focus areas and the Tool 2.3.1 and Tool 2.3.2 give some insights in how to proceed from the missions of the State up to public sector institutions through the core functions as validated further to the shared vision. The process to be more effective and efficient might require a competent facilitator as described in Plane 1