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Nine tools have found more inspiring to answer the question above.
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1. How to implementing and evaluating the Road Map?
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Toolset: 9 Tools
 3.3..2. PAR Road Map MatrixTool 3.3.2 is an example of road map matrix where priority focus areas are structured against the seven (7) priority constituents as mentioned in the PAR Master diagram. The road map identifies priority focus areas as well as the relevant systems to address those focus areas. It should be noted that this is only a sample, knowing that in each post-conflict country, priority focus areas may differ. |  3.3.3. PAR Road Map ConfigurationTool 3.3.3 incorporates a timeline to the road map configuration by addressing the priority focus areas, with the priority actions at the appropriate time. Policy makers or other users of this tool will need to determine when the priority actions should take place, taking the overall timeline and road map into consideration. |
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 O.2. PAR CompassTool O.2 “PAR Compass” can be considered a compass which reflects the holistic and right timing approach. Reconstruction is based on a series of decision towards the realization of the vision, which could take place simultaneously at different levels of government across the different reconstruction phases; . It recalls the centrality of leadership & ownership between situation analysis, vision of the future public administration, the governance strategy and the implementation process reality. |  Visionary Leadership & ImpactThis tool reflects upon the fact that competent leaders need skills to mobilize people around common goals and public good through reforms and programmes related to public administration reconstruction. A visionary & committed leadership is characterized by various transformations (beliefs, attitudes, behaviours, institutional performance) while generating impacts in reconstructing a new public administration. It is about setting a new dynamics where management variables interfere each others. |
 Connect Leadership & P.A Working EnvThis tool illustrates the magnitude of connected leadership within public administration working environment. It shows the centrality of leadership which should essentially underline who is at the ‘driver seat’ considering the multiple interactions and connections that need to be put into perspective towards the achievement of the shared vision: the executive, judiciary, and legislative powers. |  Qualities for Successful LeadershipThis tool lists some of the qualities that are prominent for leadership to be successful in the aftermath of conflict when reconstructing public administration. These qualities must be embedded on leadership that manages transformation and public sector reforms through transition into peace and sustainable development. |
 Core Functions & PAR Priority AreasThis tool recognizes twofold of core functions of public administration under reconstruction: 1) Institutional Performance Focus towards policy making, monitoring & evaluation of the whole public sector; 2) People & Development Focus aiming at priority ares for public service delivery. Another strategic major direction of the core functions addresses Civil Service Management. |  Ideal P. A: Responsive to People N..Tool 4.1.5.a illustrates a sound tree bearing healthy fruit. This demonstrates an ‘ideal public administration’ (P.A), showing perfect balance between its functions, the proper alignment of its components values principles & constituencies that responds to people needs in terms of service delivery towards the achievement of shared vision as contemplated. |
 Policy Coordination & EvaluationTool 4.1.6 provides a table on sequential and interconnected steps for policy implementation, monitoring and evaluation (M&E). It shows that action changes in practice as time goes on; but the various actions should always be relevant to the policy to be implemented. Seven types of actions are displayed on this tool stressing the importance of right definition of problem for a right solution by selecting and putting into focus the right course of action. It also underscores the need for M&E. |
YOU ARE HERE: PLANE 4: IMPLEMENTING AND EVALUATING THE "ROAD MAP"
Toolset of Question 1
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