Abstract
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The research presents the results of a series of systematic observations regarding the structures of the central administration on a period of more than 10 years, in the circumstances of the implementation of some development projects.
The study establishes the bases for an foresight exercise for the tactical solutions that involve the civil servant as the main actor.
The development in the long term is accomplished, at least at the formal level, in the government structures designated to assure the legislation coherence and the integrated approach of the strategy policies, the plans and the programmes shaped to respond to the needs in different sectors.
However, the institutional reality, the practice, marks in a negative fashion the solution that was approved at the formal level through legislation.
The Romanian administration is still striving to overcome transition and, consequently, as far as its action capacity is concern, it is still influenced by the practices used in the communist regime.
The policies developed in certain sectors, although sometimes it is difficult for us to admit it, are the responsibility of the civil servants, not that of the politicians. Unwilling to expose themselves to a higher degree of effort, the civil servants tend to copy the practices of their communist and early post-communist predecessors. The titles and the names bared by the institutions are changing rapidly, as well as the organization structures and the department leaders (4 or 5 five times in the course of a government mandate, which lasts in Romania for a 4 years period).
The strategies designed for different sectors are lacking in coordination, the general objectives to be met remain “neutral”, while the ones that are supposed to have a well-defined target cannot be measured. Therefore, the process of progress evaluation cannot be completed.
The strategies and the objectives are generally released to the public without being backed up by any kind of legislation.
The action plans, with all the variety of legislative, administrative, economic, financial, and volunteer instruments, should be able to display: credibility, stability, predictability, efficiency, and institutional recognition. In addition, they should be easy measurable and easy to communicate.
Our work underlines the weak points of the plans mentioned above, as well, it presents solutions for each study. Some of these solutions have been validated by practice in some domains.
The general statements are supported by the data collected during the research in administration of the Romanian natural heritage.
*Civil Society Development Foundation, Splaiul Independentei, 2K, Bucharest, Romania
**Ecological University of Bucharest, Bd. Vasile Milea, 1G, Bucharest, Romania
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