STRATEGIES AND POLICIES FOR ADMINISTRATIVE REFORMS:
As stated in a United Nation's Publication, following strategies and policies are necessary to bring about administrative improvement:
a) It must be a systematically planned and organised activity, with specific work programmes;
b) It must be a continuous activity, even if parts of it may have a periodic or ad-hoc nature;
c) It must be based on long-term planning and development;
d) Classification of objectives and goals is necessary to be able to measure or evaluate the effectiveness;
e) It must be recognised as a responsibility of management;
f) Special resources must be allocated to the projects including the support of professional staff with special qualifications in the management fields;
g) Personnel engaged in the improvement work must be of high quality which could be ensured through appropriate selection and training;
h) Participation and involvement of management in the organisations affected by possible changes are of great importance;
i) Improvement work must be based on the concept of the organisation as a socio-technical system where human and social factors are of primary importance;
j) Training and development of the members of the organisation both management and staff, usually constitute one of the most important parts of improvement work;
k) Improvement projects should from the beginning be oriented towards implementation and change, step by step and not only towards writing reports and giving recommendations. Such projects should include specific implementation plans;
l) As a rule, there is a need for both centralised and decentralised though co-ordinated programmes. It is advisable to build up a strong, central activity first;
m) An improvement work programme should be formalised as an obligation for the public administration institutions and tied with long-term development plans, and budgeting and accounting control procedures;
n) The improvement project organisation should be flexible. A task force, under a responsible project leader and a Steering Committee, is often useful type of organisation;
o) In large projects, pilot studies or the implementation of the new organisational structures in a limited part of the administration are often necessary and useful to demonstrate effects and results; and
p) Improvement projects must be planned in terms of activities, time and resources. The setting of deadlines or time-limits in the work programme has frequently proved most helpful in the effort to obtain a high level activity and results.