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Plane 1 Toolset
Twenty Two tools are availble in Plane I
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YOU ARE HERE: FINAL REMINDER: PLANE I TOOLSET
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 Tool 1.1.1.1Public Administration Reconstruction Start-up Situations Tool 1.1.1 emphasizes that the start-up process varies greatly from country to country, and conflict to conflict. The above situation fields provide a wide array of situations in which start-up could emerge. It is important to note that PAR starts from different areas, for which the four planes also must be considered. |  Tool 1.1.2What are the Advantages of Conducting a Diagnostic Situation Analysis? Tool 1.1.2 identifies the steps needed to reach a common understanding of post-conflict reconstruction challenges and solutions. |
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 Tablen2.3.jpgTool 1.1.3 shows how a diagnostic analysis of the situation is a process that adds value. |  Tool 1.2.1.1Involving Multi-stakeholders’ Leadership in Public Administration Reconstruction Tool 1.2.1 highlights that after conflict, leaders from all sectors of society must be included in the public administration reconstruction process [master document]. |
 Tool 1.2.2.1Qualities of a Competent Facilitator Tool 1.2.2 identifies the qualifies of a competent facilitator; being individuals, groups or institutions which are capable of facilitating the reconstruction process without having the efforts remain unimplemented or yielding negative results due to lack of local and sufficient knowledge. |  Tool 1.2.2.2Roles of the Facilitator in the Four Principal Stages of Public Administration Reconstruction (PAR) After Confllict Tool 1.2.3 identifies the stages a facilitator must take the Public Administration Reconstructing (PAR) efforts through, while also pointing out the actions, roles and forms the facilitator must take in doing so. |
 Tool 1.2.3.1Who Should be Involved in the Reconstruction Process? Tool 1.2.4 identifies the variety of stakeholders which should be involved in the reconstruction process. Public sector, civil society and the private sector as well as all development partners in the country should be mobilized to actively participate in the analysis of the situation and the planning for reconstructing public administration [second sentence taken from master document]. |  Tool 1.2.3.2Actors and Their Support In the Public Administration Post-Conflict Reconstruction Process Tool 1.2.5 provides a snapshot of the possible roles that the different actors in post-conflict situations may undertake in the process of public administration reconstruction [master document]. |
 Tool 1.2.4.1Example of Participatory Workshop Design for a Diagnostic Situation Analysis Tool 1.2.6 provides an example for the possible structure of national and local workshops pertaining to the situation analysis [master document]. |  Tool 1.2.4.2Strengths and Weaknesses of Different Approaches and Methodologies for the Situation Analysis Tool 1.2.7 shows other approaches that have been utilized by different countries emerging from conflict. The strengths and weaknesses of each of the approaches and methodologies are outlined in this tool [master document]. |
 Tool 3.1Situation Analysis STAR Framework for Public Administration Reconstruction (PAR) Tool 1.3.1 provides a framework that diagnostically analyses the post-conflict situation, from the socio-political-economic and historical situation to the analysis of the present environment and organizational situation. |  1.3.3.1Framework for a Diagnostic Analysis of the Environment Tool 1.3.2 highlights the importance of analyzing past forms of governance, social and demographic characteristics of a country, economic level of development, as well as natural resources available. |
 Tool 1.3.3.2Factors Necessitating In-Depth Inquiry Tool 1.3.3 identifies how governance and type of government may vary between different countries, by considering political, physical, economic, and environmental dimensions. |  Tool 1.3.4.1Public Administration Assessment Framework Tool 1.3.4 provides an overview of the public administration assessment framework that highlights the areas that need to be explored when assessing public administration capacity [master document]. |
 Tool 1.3.5.1Influence of Beliefs and Values on Public Governance Tool 1.3.5 illustrates the central role that beliefs and values have on informing and shaping individuals’ actions, decisions, and relations. |  Tool 1.3.5.2Values and Beliefs Assessment Form Tool 1.3.6 is a form which can be used to assess beliefs and values of people to uncover the population’s perception of the former and current administration; what is wrong and what is right and how to build from it, and how the population expects the identified challenges to be addressed [master document]. |
 Tool 1.3.5.3Impact of Values on Governance and Institutions Tool 1.3.7 shows the different levels that need to be considered in reconstructing public administration systems and capacities, and their inter-connectedness. Internal and external individual aspects are strongly inter-related as much as the internal and visible collective aspects are also inter-linked, whatever the situation [master document]. |  Tool 1.4.1How A Facilitator Can Conduct a Successful Diagnostic Analysis of the Situation Tool 1.19 outlines the factors that may contribute to a successful diagnostic analysis and to a better understanding of the national context, and the international environment [master document]. |
 Tool 1.4.2Checklist for a successful involvement of all stakeholders in a situation analysis (N.B: for more details, cf. tool 4.3) Tool 1.20 provides a checklist for a successful involvement of all stakeholders in a situation analysis [master document]. |  Tool 1.4.3Levels of citizen’s participation Tool 1.21 provides for a matrix which shows the level of citizen’s participation in governance. |
 Tool 1.5.1 - GuidelinesGuidelines for an effective situation analysis Tool 1.22 provides an overall guideline wrap-up for an effective analysis, by considering people’s engagement, ownership, a holistic approach, sensitivity and flexibility, and taking stock of beliefs and values. |  Tool 1.5.2 - Wrap-upTool 1.23 shows the final wrap-up, illustrating the overall analysis process from the point of getting started to the final outcome/conclusion. |
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