Top Five: Policy-making in Organizations / 机構立政五項

(1) 基本分析工作不足, 目的和需求不清楚,令至選立的政策不善,或根本是藥不对症。
(2) 立政之前,沒有清楚解釋,或與受政策影響之人仕團體交談, 政策推行之日,羣眾嘩然,反对和拒絕合作,机構內部醖釀局面。
(3) 由於沒有足夠的人力物力去支持,或因其它因素,立成的政策遭遇實行的困難, 變了「紙上談兵」。
(4) 机構內部有意見分歧或矛盾, 不能言行一致,原本緊密的政策,開始發生漏洞。
(5) 政策沒有明顯的「責任框架」, 詳細表明怎樣才算成功, 什麼就是失敗,机構內誰人負責, 政策何時「日落」或「重申」等項目。

(1) Need assessment and policy objective are poorly articulated in the diagnostique and analysis work, thereby resulting in a policy that is less than adequate or even not applicable.
(2) There is a lack of communications/consultations with the people or groups that will be impacted by the policy. When the policy comes into effect, these people become upset and refuse to cooperate, which leads to a crisis situation.
(3) People and/or financial resources allocated to the launching and implementation of the policy are insufficient to assure success. This and other factors may cause the policy to remain just a paper exercise.
(4) There is a sharp division of opinions or irreconcilable conflicts within an organization over the policy. Without consistent and cohesive support, the well-meant policy begins to fall apart.
(5) There is no accountability framework that clearly defines success/failure (i.e. performance measures or indicators), roles and responsibilities of the parties involved, and specific target dates (including policy sunset/renewal).