Writingpolicypapers Guide

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WRITING POLICY PAPERS

WRITERSGUIDE

Tree of Knowledge

She is a tree of life to them that lay hold upon her:

and happy is every one that clings to her.

Her ways are ways of pleasantness and all her paths

are peace

All rights reserved to the Civil Service Commission

*The guide is written in the masculine, but is intended for men and

women alike

Department ofDoctrine &

Knowledge

Management

Reform Implementation

Staff

Civil Service

Commission


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Guide to Writing Policy Papers_______________________________________________________________________

Reform Implementation Department Doctrine & Knowledge Management


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The Civil Service Commissioner

Introductory Remarks

Lastin deed, but first in thought" (from the liturgical poem: "Lecha Dodi"). The greater the act,

the greater the importance of initial reflection. We are dealing with human resources

management in the Civil Service. It is work of great importance and its outcome is significant to

the quality of both state and society. This requires the activity to be based on a well-organized

doctrine. Thereforeand this is elementary and needs no further explanation- we must operate

according to the Civil Service Human Resources Management Doctrine. This has further

importance because the Civil Service Commission is positioning itself, within the current reform

plan, as the administrative body responsible for managing human resources in the Civil Service,

while strengthening the process of delegating responsibilities to offices and auxiliary units. We

will find that formulating doctrine relating to key issues will be the central task of the

Commission in the coming years. As a result, a human resources management doctrine

department was established and we have begun the work.

I applaud the initiative that leads to thewriting of this document. It constitutes a guideline for

writing policy papers and is of the utmost value in formulating a doctrine built on a strong,

systematic and unified foundation. This is a good opportunity to commend the prodigious work

of the writer of this guide, the director of the human resources management doctrine

department of the Civil Service Commission, Dr. Iris Nehemiah, who has worked tirelessly in the

implementation of the reform in general and in the promotion of the doctrine in particular.

S i n c e r e l y ,

Moshe Dayan


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Chief of Staff of Reform Implementation


The Civil Service Human Resources Reform stems from a cultural shift from reactive to strategic

management. In general, the strategy is designed to integrate purpose, policy and overall goals

with the organizations practical activities by defining operational objectives and

implementation methods to achieve this end. In this regard, Civil Service human resources

management today severely lacks a theoretical and doctrinal dimension.

Doctrine (in Latin "doctrina", which means teaching, learning), is a comprehensive term for

policy, meaning the complex of rules, approaches and basic principles in an area of knowledge

or for the operation of an organization. The doctrine shapes and determines the fundamental

principles underlying the strategies and plans of operation.

The Treeof KnowledgeProgram , designed to createabout40policy papers, is a significant

milestone in establishing the ideological infrastructure for human resources management

change within the civil service reform.

The design of the policy paper, which includes operating principles, concepts and rules on

various subjects, will need to reflect three fundamental components:

Policy

Procedural Infrastructure Procedures derived from policy-making processes as an

exampletheir integration in the circle of government

planning , procedures involved in the officesworking

conditions, interconnections between entities, etc.

Human infrastructure Determination of functions, of functionaries, training and

knowledge areas, requiring attention in light of the

determination of the new policy.

Technological infrastructure Defining requirements in the areas of content and

information, programs and applications, terminal equipment,

resulting from the new policy.


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I have no doubt that the completion of the policy papers as a whole will not only serve as a

conceptual infrastructure, but as the basis for many activities in reform implementation, and will

generate activities for general organizational changes at all levels of management infrastructure:

procedural, human and technological, as one.

I wish to express my appreciation of Dr. Iris Nehemiah for leading the Tree of Knowledge

Program, which has been integrated into our operational plan for this special year of reform

implementation.

Wishing you much success,

-Signed-

Ron Tsur


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Head of the Department of Doctrine and KnowledgeManagement


Dear policy paper writer,

I am happy to present to you a brief guide to writing policy papers, summarizing the main

principles in writing policy papers by the policy paper writing staff for the Tree of Knowledge

Program, under the guidance of the Department of Doctrine and Knowledge Management ofthe Civil Service Commission. This program is designed to develop and shape doctrine

management and policy that establish basic concepts of human resources management in order

to make the best possible use of the civil serviceshuman resources potential. Writing policy

papers is a challenging process that requires a bird's eye view and a systemic perspective to

examine the current situation and ask several basic questions:

WHY WHAT HOW

These questions should be answered in a broader context, where it is required to study in

depth the global employment environment, and within, the new trends and the

organizational milieu in which we operate, and within it, the opportunities and the risks it

poses in the implementation of thepolicy.In addition, it is required to map key players in the

area and consider what are the implicit and explicit interests of every office holder and the

added value that each of the players may grant to promote the implementation of the policy.

Why is necessary to updateor develop policy. Why now?

What are the challenges and

issues answered by the

policy. Will engagement in

this issue contribute to

improvement of human

resources?

What should be done tofulfill the objective?

What are the possible

alternatives for optimal

response to challenges and

issues that arise.

How can we realize theselected policy to

maximize improvement of

human resources.


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The vision of improving human resources and fostering excellence among public servants,

requires us to examine a wealth of issues and operational challenges that arise, first of all

through human lensesoriented to the needs of the individual, the public servant, and as

much as possible in a utopian world without constraints. Only at a later stage of the writing,

will it be correct to discuss the constraints that exist in the civil service. However, we are not

allowed to consider them in order to "think outside the box" and adopt correct and necessary

practices when formulating policies, to ensure realization of thevision.

Remember that you have been given a golden opportunity to influence policy design, to

improve processes and develop practical tools for the sake of a civil service of higher quality.

The Doctrine Department is at your service to assist and provide you with the tools necessary

for fulfilling this important task.

I wish you a fruitful endeavor, a pleasurable undertaking, together with feelings of satisfaction,

fulfillment and success.

Sincerely,

-Signed-

Dr. Iris Nehemiah


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TABLE OF CONTENTS

1.

INTRODUCTION

2. METHODOLOGY OF POLICY PAPER WRITING

2.1 The process of writing a policy paper at the

macro-level

2.2 Defining the requirement, problem and the

objective formulation

2.3 Identifying the core issue

2.4 Preparation of a draft policy paper

2.4.1 Formulation and definition of criteria and

measures of success

2.4.2 Normative criteria2.4.3 Performance criteria - Mapping potential

risks

2.4.4 Deciding between conflicting valuesand

decision- support tools

2.4.5 Creating alternatives and their presentation

2.4.6 Analysis of alternatives

2.4.7 Formulation ofpreferred alternative

2.5 Policy implementation and control

2.5.1 Definition of central and secondary objectives

2.5.2 Establishing control indices for

implementation policies

2.5.3 Policy assessment using measurement tools

3. Organization of papers relating to human

resources management in the civil service

and operational stages of their

formulation

3.6 Classification of pre-creation papers

3.7 Fixed time frame for the creation process of a

policy paper

3.8 Stages of policy formation and key anchors in

projectile view (Gantt chart)

3.9 Explanation offered for all stages of the

process according to the timeline

3.10 Details of the types of documents required

according to work stages


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3.10.1 Projectile work plan

Initiating document

Internal draft3.10.4 Official policy paper - First edition

3.10.5 Official policy paper - Permanent second

edition

Sources

Appendices


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1.INTRODUCTION

This guide is designed for you to formulate a policy within the framework of the Tree of

Knowledgeprogram. The guide is divided into two main sections:theFirst Chapterdeals with

the process of writing the policy paper by the project team and includes the process of editing

the required subject, including examination of requirements, problem formulation, analysis of

alternatives, and more. Chapter Twodeals with the overall concept of policy papers and the

process of writing policy papers in practice, including a time schedule and Gantt chart and

activities proposed for policy writing within the framework of the Tree of KnowledgeProgram.

It also includes the parts required to be ultimately included in the paper in the permanent

edition that will be distributed to offices.

The policy formulation of the doctrine of management is the process of building a large codex of

basic, doctrinal, policy and operational documents, used as an inexhaustible magnet of

information and knowledge in the field of management, ensuring the existence of professional

dialogue crossing levels and ranks, and allowing the existence of effective and beneficial

reciprocal interaction among various agencies in the civil service.

It is designed to help civil service managers and professionals at all levels to establish an

appropriate management culture, formulate enriching processes, and enhance human

resources, all the while maintaining continuous organizational and mental flexibility in

management processes.

On the one hand, at the base of its operational concept, lies a codex - a common language -

with uniformity of components and terms relevant to the issue, and , on the other hand, a clear

and organized system of formulation, of organization and maintenance of documents.


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Initiation

Initiation of doctrinarian subjects in the Civil Service.

Mapping of ongoing requirements with the organizational units.

Investigation

Collecting information and investigating data required for determining policy.

Developing partnerships with knowledgeable (academia, government) and

experienced (business sector) entities valuable for creating a broad and relevant

informational envelope.

Development

Development of policy papers based on a box of methods and tools.

Systematic integration (combination) of various policy papers.

Projectile approach identifying the development phase as a triangle of three

constraints:Content, time, quality.

Control Quality control ensuring products of great organizational value.

Operational control ensuring a proper and efficient process .

Communication of activities according to the analysis of interested parties.

The Department of Doctrine and Knowledge Management serves as a professional and

superior authority on the subject of the application of the model of policy papers and

doctrine, of implementation of systems and tools, and management of documentscodex.

This by:


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Work program to

write, distribute,for reproduction

and maintenance.

Writing guides

and programs.

Professional assistance,

guidance and training,

including consultation,

informatics, organization

and methods,conductingsurveys, editing and

graphics.

Seminars and

qualification training

focused on the subject of

writing policy papers .


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2. METHODOLOGY OF POLICY PAPER WRITING

_______________________________________________________________________

2.1 The process of writing a policy paper at macro-level

The policy paper presents a practical problem and outlines a solution chosen in a reasoned and

informed manner from a variety of alternatives examined. The paper serves as a tool for

decisionmaking, together with a call to action, and an effort to convince the reader. At the

micro-level,the main process of writing a policy paper focuses on the following stages described

in the diagram:

Definition

of the

Requirement

Definition

of the issue

Formulation

of

alternativesCooperation

Policy

evaluation

Policy

implementation

and control

Policy

design

Selection

of the

preferred

alternative


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2.2 Defining the requirement, the problem and objective formulation

The first step in writing a policy paper is to define the requirement for the policy paper,

and the reason for which setting policy is required. What is the undesired condition or

situation that created this requirement, (e.g., inefficiency, inequality, etc.), requiring

responses and rectifications by relevant parties.

Formulation of the problem and justification regarding the need for intervention is a critical and

important stage in writing a policy paper, given that, according to its definition, the policy comes

to present a deep and accurate solution to a problem and its nature.

Determining the objective of the policy paper stems directly from the way the problem is

defined. The objective may be moral or instrumental, and it is important that it should be based

on preliminary guidelines and premises. Formulation of the objective must be lucid and written

in a clear and realistic language.

2.3 Identifying the core issue

Identifying the underlying core issue and handling it through policy instruments can lead to

achieving the desired result. Therefore, care must be taken to distinguish between the core

issue and secondary issues, which are usually symptoms of the core issue.

The policy paper should deal with the core issue rather than its symptoms. Therefore, we must

closely examine the reasons for the symptoms, the root problem, and not focus on the

symptoms themselves. For this, we must constantly ask what causes the symptoms we see.

2.3.1 Tool to investigate problems

We recommend a possible investigative tool to locate the root cause of the problem. In

professional literature this tool is known asWhy Five, meaning posing five questions. The

premise of the method is that the person stops to investigate the problem the moment he

finds an accessible and discernable reason for the problem. At this point, he stops the

investigation and does not try to determine if the cause he identified is really the source or

whether there exists something else that caused it. The proposed method forces one to ask

whyagain and again, in order to eventually get to the root cause of the problem.


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2.3.1.1 Description of the method in a practical way

As stated, we should examine and investigate why this happened, and only after the cause of

the problem is understood, to ask again why this happened, and so on: An investigation of the

reason for A to happen will lead to the conclusion that it occurred because of B. Instead of

trying to deal with B, it is necessary to continue and try to understand why this happened: a

short investigation will lead to the conclusion thatBwas caused by C. Further investigation will

lead to the conclusion that C was caused by D, and thus until the root of the problem is

reached. The FiveLevels recommendationis not a necessary condition. One can continue till the

root cause is understood.

2.3.2 Mapping the issue

In order to deal with the core issue, one must first assess its scope and examine the extent of its

impact on the organization, the employees or the public. This is necessary in order to better

understand the issue and also to formulate a course of action to deal with it.

In order to treat the core issue, one has to observe the processes that led to its formation.

Then, we must examine how to deal with the issue through the use of policy instruments. In

general, the following characteristics of the problem should be considered:

The severity level of the problem- How serious is the problem? The subject affected by the problem- Who exactly is affected and injured as a result of

the existence of the problem?

The nature of the problem- Whether the nature is instrumental or symbolic?

Urgency of the problemHow urgent is it to treat the problem. Does the treatment

depend on a particular time?

Duration of the existence of the problem- Is it a new problem that recently emerged or

is it an old and ongoing problem?

Identifying the authors of the problemWho are the authors of the problem and the

various factors that created it?

2.4 Preparation of a draft policy paper

At the draft stage of the preparation of the policy paper, the subject will be decipheredthe

'why' question - why a change or update of the policy is necessary; what are the problems to be

solved as a result. The draft paper will include an analysis of the various alternatives, risks and


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chances involved in the selection of each of the various alternatives, and the preferred

alternative recommendation formulation.

2.4.1 Formulation and definition of criteria and measures of success

The criteria are variables we use to help examine the success of the policy, and, in fact, they are

the basic requirements of the policy to be set. The criteria have to be formulated before

formulating alternatives in order to avoid biases or intent during their formulation.

There are two types of criterion:

Normative criteria

Performance criteria

While the normative criteria are the basic requirements and the essence of the policy, the

operative criteria test the ability of its application. Normative criteria are mandatory in every

policy paper.

2.4.2 Normative criteria

EffectivenessCarrying out the right operations enabling the best possible achievement

of the objective of the policy. It is important that the effectiveness index presents a

quantitative measure by which it will be possible to examine how the policy contributes

to the improvement of human resources and how it contributes to solving the problem

in question. This criterion is designed to examine if and whether the policy is effective at

the operational level.

FairnessTo what extent does the policy ensure equal distribution of resources. The

fairness criterion is designed to control the policy in accordance with the principle of

equality and the policys actual impact on it.

EfficiencyPerforming actions in a proper manner. In what measure does the policy

ensure that its effect will be maximal in relation to what has been invested in it. The

effectiveness criterion should reflect the cost of the objective and whether it is cost-

effective. This criterion is similar to the effectiveness criterion but focuses on the


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relationship between the investment required for implementation of the policy versus

the anticipated benefit.

Competitiveness - How much does the policy promote the value of competition, an

important value in improving human resources in the civil service, and the advancement

of vital processes in civil service. Through this policy, all the countrys citizens are

allowed to freely compete for civil service positions and progress in rank in accordance

to performance.

Equal and fair representation To what extent does the proposed policy allow various

groups in Israeli society equal and fair representation. Further to the fairness criterion,

fair representation of different groups and strata of Israeli society is here important,

according to the principles of the Civil Service Commission.

Security To what extent does the proposed policy fulfill the basic needs of the

individual civil service employee,starting from existential security to material security.

It is important to remember that security is expressed in many ways and on many

levels, not just at the physical level.

ServiceabilityTo what extent will the proposed policy improve the service provided

to internal organizational customers and the countrys citizens. The level of the

serviceability of civil servants is a very valuable criterion since the objective of working

in the civil service is to provide service to the countryscitizens.

The public service image To what extent will the proposed policy improve the public

service image and help improve the public service team spirit.

2.4.3 Performance criteria - Mapping potential risks

Legality - the illegality of the proposed solution. An illegal alternative will in advancenot be accepted; and therefore, the challenge exists in situations of uncertainty. In

these situations, it is important to consider means of dealing with the challenge

(eliminating an alternative, a change in legislation, requesting the General Attorney s

opinion.)


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Political feasibility- Difficulty or inability to politically carry out the proposed policy in

light of expected objections. In this criterion, an analysis of the balance of power andinterests should be carried out, including motives and hidden relationships between the

various parties.

Practical feasibility - Difficulty or inability to perform the proposed solution in

light of the following parameters: time schedules, technological barriers,

professional ability, budget, supervision capability, etc.

Inflexibility - There exists a risk that it will be impossible to backpedalif the

proposed solution does not work.

Indirect positive effects- What are the positive byproducts of the policy. How does

it

impact the promotion of other fields.

Indirect negative effects- What are the negative byproducts of the policy. Will this

policy negatively affect other areas.

Cost- What is the economic or social cost resulting from the implementation of the

policy.

Degree of weighted- risk This can be calculated according to the severity of each risk (as

decided by the team ), multiplied by the percentage of the possibility it might occur.

2.4.4. Deciding between conflicting valuesand decision -support tools

The criteria in many cases represent values that have built-in contradiction or some tension,

(e.g., fairness versus efficiency). To be able to analyze the various alternatives, based on a

uniform scale, it is necessary to formulate and establish decision- support tools that can

examine risks versus chanceswisely, in order to reach an optimal decision.

Below are the different types of decision-support tools:


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Weights - Different risks and chances have different degrees of importance; therefore it is

recommended to appoint weights to different criteria. Weights can be determined

quantitatively (appoint to each risk and chance a degree of importance based on100%);and to

do so in a qualitative manner (high importance, medium importance, low importance).

Ranking - One can rank all risks and chances according to their importance, with the most

important risk and chance ranked first, followed by other risks and chances ranked in order of

importance.

Extreme conditions- Sometimes certain risks are so great that alternatives can be rules out in

light of this risk. One can set an index whereby a certain weighted rank of risk (risk severity

multiplied by the likeliness it will occur) may eliminate a potential solution.

2.4.5 Creating alternatives and their presentation

Writing a policy paper is not a technical operation but a process whose sole purpose is to offer a

solution to an existing problem; and therefore, the stage of creating alternatives is essential

to the process. At first stage, it is important to place all possible alternatives on the table.

One must ensure that the alternatives present new approaches in dealing with the issue

and / or new ideas not presented earlier. Of course, among all alternatives should also be

included the alternative of continuing the current policy, even if it perpetuates the existing

problem, given that it may be preferable to other alternatives that may provoke more serious

effects and problems. The process of identifying possible alternatives is a process of joint

thinking. It is important for the process to be carried out in such a way that encourages

thought and creativity, to avoid the need to focus on searching for the' best 'alternative;

however, as many alternatives as possible should be explored.

One should ensure separation between the stage of presenting alternatives and the stage of

analysis of an alternative ,and avoid expressing clear preference for one of the alternatives

prior to its full analysis.

To create high-quality and high-feasibility alternatives one should use relevant analogies,

comparisons to existing models (in different sectors or offices, or abroad), and generic

solutions. When presenting alternatives in a policy paper, it is important to present them as a

process of brainstorming and developing new ways of thinking. Presentation of alternatives


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must be done in a proper manner, presenting the essentials of each alternative, and taking into

account underlying premises or preliminary guidelines, if such exist. With multiple alternatives,

one should present the main alternatives and only later present secondary alternatives.

2.4.6 Analysis of alternatives

This stage is carried out in light of the criteria we determined. Analysis of risks and chances as a

toolfor analyzing the results of the alternativeand not the analysis of the alternative itself. The

challenge is to translate the risks and chances into results; i.e., to turn them into a value that can

be weighted and examined quantitatively. If one looks at the risk of political feasibility, for

example, one is required to quantitatively weigh the amount of impact of all relevant political

forces on theimplementation or non-implementationof the program.

2.4.6.1 Examination of the impact

The implementation of a policy alternative may have different implications. Therefore, at the

analysis stage, one should examine the extent each alternative solves the problem in question,

its practical and its ethical implications, as well as examine whether the alternative will awaken

new problems. In addition, one should segment the target population (workers / management

levels etc.), into groups that may benefit from the alternative compared to groups that may be

harmed by it, and pay attention to whether there are populations that are not directly related to

the problem, and that may be affected as a result of the implementation of the alternative.

For each alternative, one should build scenarios based on comparative experience, analogies,

theoretical models and models that exist in the field, and try to refine the implications of the

alternative and its future success. For each alternative an estimate of the result should be

performed , the kind of result to be created from the qualitatively and quantitatively point of

view, how a certain amount of investment in a particular element will bring a particular type of

result, and so on. Finally, one should consult professional elements and experts to analyze

options in the best possible way. It is very important to support alternatives with facts and

figures and distinguish between facts and interpretations.

At the stage of analysis, it is important to analyze all alternatives according to the same scale

and against the same criteria. Analysis that examines advantages against disadvantages for each

alternative by itself has no importance when the alternatives as a whole have no common

ground of comparison. Therefore, one should position all alternatives and criteria together in

an alternative analysis table.


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2.4.6.2 Alternatives analysis table

With the completion of the process of analysis, one should place the alternatives in an analysis

chart where each alternative will be ranked under each criterion both quantitatively and

qualitatively, of course one should treat the current situation as one of the possible alternatives

(See sample weighting table).

Legend:

Red normative criterion less likely, making high-risk criteria.

Orange chance normative criterion medium, medium-risk criterion performance.

Green normative criterion likely, low-risk performance criterion


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Performance criteria (risks) Normative criteria (chances)1

5. 4. 3. 2. 1.

8.1.4. 2.3.

A

Alternative

B

C

D

5.6.7.


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1

It is possible to change criteria by referring to the issue itself.

LEGEND

NORMATIVE CRITERIA (CHANCES) PERFROMANCE CRITERIA (RISKS)

1. Effectiveness 1. Legality.

2. Fairness 2. Political feasibility

3. Efficiency 3.Practical feasibility

4. Competitiveness 4.Indirect negative effects

5. Equal and fair representation 5.Cost

6. Security

7. Serviceability

8. Public Service Image

ATERNATIVES A/B/C/D ALTERNATIVES A/B/C/D

Red squares= Low chances; Red squares = High risk

Yellow squares = medium chance ; Yellow squares= Medium risk

Green squares= High chance Green squares= Low risk

[Public Service Image: Green square = low risk;

Yellow square = Intermediate risk]

2.4.7 Formulation of preferred alternative

At this stage, a preferred alternative is selected in light of weighted criteria, as reflected in the

analysis table, and in light of the examination of alternative risks and chances. In addition, a

detailed risk analysis of the preferred alternative and its implications will be presented.

In cases where it is difficult to recommend one of the alternatives, it may be possible that a

flaw exists in the process of weighting alternatives.

The choice of one of the alternatives as the recommended policy, will be made keeping in

mind the following points:


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A choice between conflicting valuesand the world view of the Civil Service

Commissioner and the writing team.

Decision according to the possibility of immediately realizing the alternative,

(especially in cases where there is a high urgency.)

A combination of alternatives over time.

Setting a minimum ranking in order that only the alternative receiving this rank

may be elected.

Analysis of alternative scenarios and suggestions for balancing and dealing with

weaknesses in the alternative.

Exchange ratio - how much we are willing to sacrifice one value to realize

another.

Finally, one should write the policy recommendation. The policy recommendation will

include a summary of all findings and presentation of recommendations with all its pros and

cons and an explanation of why it was chosen in a knowledgeable and reasoned process.

2.4.7.1 Summarizing stage -

At the summarizing stage of the policy paper, a link should be established between the

problem presented at the beginning and the recommended solution presented at the

conclusion. The summary will include a condensed summary of the main findings without

presenting findings or new ideas not presented in the policy paper so far. The summary should

present the main practical action plan that includes details of the recommended policies - who

will act upon it, what is the recommended schedule for implementing the policy and each stage

of the work plan, and what elements and factors should be considered, focusing on the

practical implementation of the policy, etc.

2.4.7.2 Bibliography and appendices

Upon completion of the policy paper, a complete list of all sources used during its writing

should be prepared, such as articles, books, websites, etc.; and such list should be clearly

edited, in an orderly manner, following the standard in research articles. In cases where

interviews were conducted throughout the process, it is important to incorporate the names of

the respondents in the list of sources. Finally, it should be accompanied by appendices that

include all relevant documents mentioned in the course of the paper but not fully presented in


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it. Within this framework must be added written instructions, a draft of the civil service

regulations amendment, tools created, and so on.

2.5 Policy implementation and control2

____________________________________________________________________

2.5.1 Definition of central and secondary objectives

Upon completion of the formulation and design of the policy paper, the writing teams should

answer the following question: to what extent does the formulated policy for implementation

provide a solution to the need (the problem / reason for which the policy was formulated). To

this end, throughout the process, a control should be integrated as an essential

accompaniment for feedback (evaluation) of the policyssuccess and to carry out adjustments

and tuning of the formulated policy, or of the alternative chosen, for implementation.

The premise is that the central and secondary objective of the policy is a cornerstone of quality

control performance capability. In the absence of definitions clear and lucid to all, the ability

to determine the norm of the desired success will be impaired.

2.5.2 Establishing control indices for implementing policies

The ability to perform quality control after policy implementation is based on the clear

definition of the policy paper objectives (as described in section 2.2 above ) and by the

determination of qualitative indices of success for the alternative selected for implementation,

specified by the authors of the policy in the chapter on control indices in the policy paper (as

described in sections2.4.2and2.4.3).

The control index is an index (marker or indicator) to measure and detect the presence and

direction of desirable or undesirable change. The index is not databut contains two essentialdata: the objectivesdatum (planning), and the implementation datum (in practice).The index,

as an indicator, shows the relationship between planning and implementation.

_______________________2

This chapter was written by the senior control department of the Civil Service Commission

accompanying the policy writing process.


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Apparently it is possible to establish numerous control indices; however, this has no purpose or

benefit and is not sufficient to determine the policysdegree of implementation. The principle

of using a control system establishes that advanced thinking is necessary when determining

indices, the amount of which will help as managerial indicators while avoiding the situation

described as you cantsee the forest (objective of the policy) for the trees (control indices).

It is therefore recommended to carry out mapping of policy papers components for control

and to establish priorities regarding their implementation over time.

This, in order to avoid situations in which the principle and the essential are abandoned in

favor of the non-essential and the unnecessary.

Accordingly, the control doctrine recommends policy writers to choose indices that will reflect

the extent to which the policysobjective has been achieved, and to do so while relating to the

criteria (normative and performance) determined for the policy and the alternative selected

for implementation.

Preferred key guidelines for determining indices:

Measurement capability - Each marker is required to be measurable

(quantitative) or be evaluated (quality) through the investment of reasonableresources. In order to achieve it, one has to estimate the required data and

their level of accessibility.

Reliability- The index data should be reliable for the result obtained

to correctly reflectthemeasured subject. One of the credibility structures is the

ability to reconstruct the measurement.

Comprehensiveness The entirety of various indices should cover or

reasonably represent (partially, but adequately) the totality of the issue /

criteria it is important to measure.

SimplicityIndices also have visibility-explained value. It is recommended that

the indices should be "self-explanatoryand clear to the reasonable observer.


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Balance - Balanced measurement usually ensures integrity and greater

reliability. It is desirable that the entirety of the diverse indices relate to the

variety of aspects in the issue they measure, such as:

Long-term -( Usually strategic / managerial indices that estimate at long-

range the impact of policy implementation) versusshort term (quantitative

operational indices that focus on the short-term activity of an individual or

of organizational units).

Effectiveness -( In the implementation of policy, the degree of

contribution to promote the organization's primary objectives) versus

efficiency (the ratio between inputs invested during the process of

implementing the policy, and the results of the actual policy

implementation).

Quantity(Indices relating to the analysis of the data of policy

implementation in terms of size, number, dimension,

weight,percentage, etc.) versusQuality(indices relating to the analysis of

policy implementation data in terms of internal nature, attributes, value,

nature of operations, etc.).

Reference to the dimensions of the issue as a whole - input / process /

output/ results:

Inputs(Resources involved in implementing policy).

Processes - (Key processes operating the policy).

Outputs (Products designed according to standards of planning

predetermined in the policy paper).

Results - (Desired effects of the alternative proposed in the paper

according to policy makers).


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2.5.3 Policy assessment using measurement tools

The authors of the policy referred to the data and their sources required for

the control and evaluation of the policy implementation, including:

What data are required?

What is the nature of the data? Binary(1-0),Ordinal (items from a

list, when the order of items is significant), quantitative (calculating

the number of items).

Where are the data? (with the Commission, the offices, the

information systems ) or if they do not exist, how to produce andcharacterize, maintain and add them to the control process?

The authors of the policy referred to the possible measurement tools for assessing the

manner in which the policy is implemented, including:

Questionnaires and surveys

Modularquestion tools (monitoring and feedback forms).

Databases of organizational processes (protocols, evaluations and reviews,

insight databanks, etc.).

Files and reports (projects, programs and other activities, tracking tables, etc.)

Implementable information systems storing data which can serve as business-intelligence cover to create indices.

Dedicated systems for control management and performance measurement,

and more.


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3. ORGANIZATION OF PAPERS RELATING TO HUMAN RESOURCES MANAGEMENT

IN THE CIVIL SERVICE AND OPERATIONAL STAGES OF THEIR FORMULATION

_____________________________________________________________________

3.1 Policy papers

The basic documents constitute the fundamental basis for all human resources management

activity. They are the professional basis of civil service activity and express the worksobjective

for dealing with Civil Service Commission prime responsibilities. In this sense, the basic

concepts precede the doctrine in regard to each issue, since they are the fundamental phase in

the development of the doctrines.

The various concepts provide a response to two basic questions:

1. What is the purpose of Civil Service work in treating a specific issue?2. What is the general approach to the realization of this objective?

The doctrine of human resources management in the civil service is based on five major

building blocks from which the fundamental concepts are derived:

Policy

documents

Doctrinal

documents

Non-doctrinaldocuments

Guideline

documentsPlanning

documents

Organizational

systemdocuments

Core

knowledge

documents

Staff Opinion Procedures Operation


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a. Adjusting the structure of the organization to its tasks - such as reducing the

gap between the needs arising from the tasks and the organization of the

officesmanpower.

b. Management of the manpower that handles the organization's core skills -

such as securing a multi-year coordination between the quantity and quality of

the manpower which constitutes the employee population with skills defined

as the officescore skills, and the needs derived from the annual and multiyear

objectives of the task of the office.

c. Development of human resources and processes for maximizing its potential

to achieve the objectives of the office and maximizing the potential of the

officeshuman resources in a manner appropriate to its needs and task

objectives.

d. Management of labor relations and wages:

Conservation of managerial flexibility and continuity of current

operations, while maintaining a proper working relationship with

workersorganizations represented in the office.

Monitoring and control of salary expenses.

e. Organizational culture - Diagnosis of the organizationalclimate,(norms,

ethics, behavior-shaping feelings). Identification of trends and professional

treatment of the softdimensionsof the organization, just as much as (if not

more) the treatment of its overt and formal dimensions.


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3.2 Doctrinal documents

Documents dealing with core formulation of organizational operation policy. The doctrinal

documents outline the process for achieving conceptual goals and can be formulated in

knowledge spheres (management domains) or organizational spheres (structural domains).

Basic domain doctrines (the core knowledge) are divided into five areas:

Staff administration Information and knowledge management

Leadership and management capabilities

Training and guidance

Organization

Human resources Adjustment of the organizationto its tasks

Work relations andwa es Core manpower

Or anizational Culture

Instruction and training

Workers evaluation

Career development

tracks

Standardization, peaks

Organizational structure

Work methods

Skill management

Work relations system

Wage costs

People and positions

directly affecting outputsand results of office

operations

Ethos, values, ethical code

Common language

Non-formal organization


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In order to provide a distinct response that takes into account special needs and challenges,two other classifications of basic domain doctrines must be addressed:

1. Classification by an organizational hierarchy system:

Government office

Supporting unit

District

2. Classification by an organizational domain system

Government offices

Health System

Security system

3.3 Guidance documents

Documents mainly instructional, techno-logistical, operational or action guidelines.

Operating documents (techniques)

Procedures documents

Instruction documents

3.4 Documents that deal neither with concepts nor doctrines

Secondary documents that can be attached to any of the above categories as a

complementary, attached, illustrating document or as appendices.

Position document - A document expressing the position of the writer in acomprehensive and reasoned manner, a non-binding policy paper, but a

presentation of the approach and position of the author only (the policy paper

can express the position of the staff body, or of the holder of a specific

function),

Meta-analysis research - Research combining several different studies and

analyzing a combination of research findings together in the main study.


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Required document -A document published for receiving offers of service or of

a product, designed to reduce options and to give detailed directions to the

service provider or supplier. The document describes the desired

specifications, areas of responsibilities, period of service, selection criteria and

all information that might be relevant.

3.5 Program documents

Type of structural documents or simply forms: they are usually in a uniform

format that enables cutting, combination or consolidation of several documents

together for the purposes of analysis, comparison, or continuous planning.

Current plans (work programs).

Basic theoretical development or empowerment programs (e.g., annual

programs for human resources planning).

SUMMARIZING CHART

Labor relations

and wagesHuman resources

developmentCore personnel

Adapting the

organization to

its tasks

Basic concept

Training and

guidanceManagementHR Manager

Information /

knowledge

management

Basic doctrine (Core

knowledge)

DistrictSupport unitOffice

Perception of

operation according

to organizational

system

ControlHuman ResourcesStrategic planningManagementProfessional

Systems

Techniques,

procedures and

instructions

3.6 Classification of pre-creation documents

Master documents and policies will be ranked according to their importance

(prioritizing issues as defined by the Civil Service Commissioner), compared to

the level of complexity (scope, amount of resources in the creative process),


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according to a model chart indicating the power of the two components

aligned in importance and complexity.

The documents will be labeled stating both the importance and complexity

according to the model chart, where the AA label will reflect a degree of great

importance along with great complexity, respectively, (see figure below).

3.7 Fixed time frame for the creation process of a policy document

The time frame given to the creative and development process of master documents and policy

will be affected by document classification as well as budgeting, resources and communication

levels (taking into account circumstances requiring great flexibility). It has been determined

that:

With great importance (high priority) and a large degree of complexity (AA) -

the time frame for writing the document is 6-8months.

With medium importance (medium priority) and medium complexity(AB, BA),

the time frame for writing the document is4-6months.

Medium importanceand complexity (BA,AB)

4-6 months

Great importance andcomplexity (AA)

6-8months

Low importance and

complexity (BB)2-4 months

Medium impotance andcomplexity (BA, AB)

4-6 months

Policy papercomplexity

A

B

Importance /

prioritization issues

B Com lexit A


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With low importance (low prioritization) and low complexity(BB), the time

frame for writing the document is 2-4months.

3.8 Stages of policy formation and key anchors in projectile view (Gantt chart)

Stage 0-Or anization

Stage AContentA roval

Stage B-Document

formulation

Stage C

Document

approval

Stage 2-Toolsdevelopment/

update

Preparations

Subject approval and expectations adjustment facing Doctrine & Management Department

Team consolidation

Ex ectations ad ustment and settin team time schedule

Work lan re aration

Initiating

Mapping current situation, needs exam., research and info. collection re other

laces

Draft formulation of olic document ro osal

Discussion of writersforum prior to Commissioners approval

Amendment of proposed draft following feedback of

preparation forum

Commissioners approval of policy document content

Discussion &

WritingWork groups meetings to discuss and

formulate policy papers

Follow-updiscussions tocontrol progressPresentation of draft policy document to

the re aration forum

Commissioner approval of program

Discussion in preparation forum for submitt ing policy document for Commissioners

a roval

Amendment of draft policy paper following feedback from thepreparation forum

Presentation of paper for Commissioner sapproval

Amendment of policy paper as a result of Commissioners feedback

and paper approval

Development of tools for policy implementation

Weeks


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3.9 Details offered for all stages of the process according to the timeline (the time frame will vary according to the labeling

specified in the document (AA-CC)

Maximum

execution time

Milestone

-

Responsibility of

Chief Content

Officer

Participating partiesResponsible for

implementation

Preparations

necessary to

the process

Purpose of the

Process

and deliverables

required

ProcessTimeline

Two weeks

from the start

of the project

Publishing

summary results

emphasizing work

plan.

Doctrine Department

Chief Content Officer

Team members

Head of Doctrine

Dept.

Chief Content

Officer

Pre-

coordination

of

expectations

Chief Content

Officer

- Doctrine

Department

Approval of subject

Coordination of

expectations

Group

formation

Setting schedules

Starting

discussion

External

1-2

months

One month from

the start of the

project

Writing of work

plan with schedules

and areas of

responsibility .

Doctrine Department


Team members

Head of Doctrine

Dept.

Chief Content

Officer

Preliminary

content

Chief Content

Officer

Coordination internal

teams expectations

Setting time

schedules

Preparation of workplan

Starting

discussion

internal

Six weeks from

the start of the

project

Preparation of

daft of initiated

document


Staff Head Reform

implementation

Head of Strategy

Dept.

Representative of

the Legal Office

Consolidated

action team

Dept. Heads

Other factors as

determined by the

Commissioner

Control

representative

Head of Doctrine

Dept.

Chief Content

Officer

Preparation of

draft proposal

of policy paper

including

alternatives

for action

Feedback

Proposing

alternatives

Directions for action

Formulation

preferred alternative

Preparatory

discussion

forum for

Commissioner s

work approval

of work content

and research

question


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Reform Implementation DepartmentDoctrine & Knowledge Management

Two months

from the start of

the project

Distribution of

initiated

document


Staff Head Reform

implementation

Head of Strategy

Dept.

Representative of

the Legal Office

Consolidated action

team

Appointed parties

Dept. Heads

Other factors as

determined by the

Commissioner

Control

representative

Head of Doctrine

Dept.

Chief Content

Officer

formulating a

revised draft in

view of the

preparation

forum of the

policy paper

including

alternatives

for action

Presentation policy

document results and

proposed mode of

operation

Discussion re

Commissioners

approval of

content,

research

question and

schedule for

implementation .

Four

months

from the start of

the project

Writing chapters of

the policy paper

Doctrine Department


Team members

Chief Content

Officer

Formation of

organized

offer for

discussion

before any

discussion

Developing the topic

and formulating a

policy paper in light of

the approval of the

content by the

Commissioner

Meetings of

working groups

to develop

subject and

write the policy.

3-4

months

Four

months

from the start of

the project

Publishing

discussion

proceedings with

status of

implementation

Doctrine Department


Team members

Doctrine

Department

Chief Content

Officer

Team members

Publication of

summary

discussion

including

design versus

performance

and

emphasized

items for the

future.

Monitoring deadlines

and performance of

various areas of

responsibility

Follow-up

discussions

Four

months

from the start of

the project

Preparation

Draft of policy

paper

.

Head of the Reform implementation staff

Head of Strategy Dept.

Action team

Representative of the Legal Office

Control representative

Other factors as determined by the

Commissioner

Head of Doctrine

Dept.

Chief Content

Officer

Preparation of

the first draft

of the policy

paper

containing

alternatives

for action

Feedback

Proposing alternatives

and possible courses

of action

Preferred a lternative

formulation

Forum prepares

for the

Commissioner


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Reform Implementation DepartmentDoctrine & Knowledge Management

Six

months

from the start of

the project

Distribution of

internal draft of

policy paper



Action team




Commissioner

Head of Doctrine

Dept.

Chief Content

Officer

Preparation of

a final policy

paper

Presentation of results

of the policy paper and

its approval by the

Commissioner

Discussion re

Presentation to

Commissioner

and approval of

the paper.

5-6months

Three

months from the

end of the

previous stage

Distribution

of new tools



Action team




Commissioner

Head of Doctrine

Dept.

Chief Content

Officer

preparation of

procedures

document and

of any other

relevant

product.

Creation tools,

procedures, formats,

guide files and updating

procedures and

required policies

Developing /

updating tools

and procedures.

Stage B


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3.10 Details of the types of documents required according to work stages

Document of project work plan - The project work plan serves as

an ignition document of the policy paper writing process.

The initiating" document- A skeleton document of the policy

Including most of the complete document components in addition to

project work arrangements.

Internal draftdocumentFinal product of the writing offered to a group of

factors composed of relevant functionaries in the Civil Service, other officials

in government, as well as experts and external interested parties in relevant

areas. Completion of this stage in process is the approval of the paper and its

dissemination as an official draft.

Official Policy Paper - First EditionA document amending all comments

received in the internal draft document. The implementation of this

document in its renewed distribution is binding, and supersedes all previous

and current versions of this document. The document will be distributed to

the relevant circle of users. The document will be distributed as a binding

document for a determined period (usually one year) after which the policy

will be examined by the Commission control unit. The control unit will present

gaps, if any, and the policy will be updated by the official body of the

Commission under the supervision of the Doctrine and Knowledge

Management Department of the Civil Service Commission, and subsequently,

a revised edition will be distributed.

Official Policy Paper permanent Second Edition - This is a document

with final validity including implementation comments received in the First

Edition of the document. This document in its renewed distribution has full

validation for implementation and will actually eliminate all previous versions

of the document. The document will be reviewed and examined periodically

in accordance with the multiyear programs of the Civil Service Commission

and shall constitute an integral part of the cycle of design and

implementation.


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Project

Work Plan

Initiating

document

Internal

Draft

Official

Policy

Paper -

First

Edition

Second

Permanent

Edition

3.10.1 Project work plan

The project work plan is a starting document of the process of writing the policy paper.

In this document, the team leader sets the schedule for the projectsimplementation and the

participating team members. In addition, the team leader will determine the parties in the civil

service, and individuals from outside the civil service, who will take part in policy formulation as

experts and respondents to the project. Below is the structure of the document:

Structure of the project work plan:

Background on the team formation and need for formulation of the policy

paper.

Project goal setting and work content.

Staff members and officials.


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Other factors taking part in writing the document and the thought

processes.

Key milestones in the process and setting timetables for

Implementation.

Potential interfaces with other writing teams of the Tree of Knowledge

program.

Drafting a letter of appointment to be submitted to the Commissioner (see

Appendix A: Appendix for drafting a model letter of appointment).

.

3.10.2 Initiating document

The initiation document is an important part of the process of writing a policy. It includes the

formulation of the central idea underlying the policy documentand preparing a general outline for

dealing with the issue. In this context, the writing team members perform individual categorization of

each of the relevant existing materials (such as policy papers written in the past, the Civil Service

Code, guidelines) and other materials that can assist in formulating a position (e.g., numerical data on

the issue and trends, academic documents, policy analyzes performed by research institutes and / or

foreign governments, etc.). Initiating the writing of a policy paper will be carried out to face an

existing challenge in the basic current doctrine foundation and can be expressed in several ways:

Writing a new policy paper;

Updating an existing policy paper - amendment or addition;

Adapting existing policies to new circumstances, etc.

An initiation document will be written for each policy paper, in which shall be specified the

requirements and expectations of the policy paper as well as of the writing staff. The initiation

document coordinates expectations between the parties connected to the formulation and the

writing of the policy paper. The initiation document will be submitted for approval to theCommissioner after a preparation forum is held with the participation of the relevant parties (see

table in section3.9).Following are details of the document structure:

3.10.2.1 Initiation document structure

Managerssummary including a general and concise explanation.

Details about the core issue.


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Defining the objective of the document.

Defining measures to treat the issue.

The target audience the policy addresses.

A brief survey of the issue and its trends (including the quantitative analysis of the

issuesdimension).

Presenting possible alternatives referring to chances and opportunities in

implementing each alternative.

Recommendation on the overall preferred alternative (including the rationale and

the principle of using the ROI index).

Milestones in the implementation of applied alternative.

Recommended procedure for application and implementation including tools.

The staff members cooperating on writing the policy.

Relating factors.

Interfaces and communication.

Timetable for writing continuation.

List of sources.

Appendices.

3.10.2.2 Additional sections and emphasis on writing the structure of the initiating document

Contents :Table of Contents including chapters and sub-chapters in a way that

gives a good idea of the contents of the document, and even constitutes its

skeleton.

List of main points: List of changesand important innovations to be included in

the doctrinal paper.

Milestones for implementation : Details of stages in preparing the document

according to time schedule. With eachmilestone, the process and the writing of

the document and its contents will be reviewed by the responsible entity in the

Doctrine Department. It should be emphasized that during the writing of the policy

paper, with the assistance ofan external factor, by means of contractual relations

(a consultant), the staff leader should prepare itself together with the DoctrineDepartment team to work in accordance with the time schedule determined.

Source List :This list will include the mandatory sources relevant to the issue, as

well as the sources, as appropriate and necessary, as well as in accordance with

the decision of the doctrinal body or the writer.


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Relating factors: itis recommended, during the writing process, to combine

interested parties and / or experts who can shed light on this issue and the

manner in which to cope with such. The writer of the PID (Project initiating

Documentation) will detail which relating factors are planned to be included in

the initiating document. The factor authorizing the document should ensure that

there is no lack of relevant factors in the formulating and writing process of the

policy paper.

Writers: Thewritersprofessional background, areas of expertise and any other

relevant personal or professional detail important to the writing process should

be detailed.

Forerunner Chapter: It is the function of the forerunnerchapterto check the

actual ability of the staff writers to write the policy papers. This, some cases, is

another milestone required under the Commissioner's decision.

Implementation and application: The process of application of the policy within

government bodies including control indices of the process should be detailed. In

addition, the staff work required to implement the policy should also be detailed. .

Interfaces and communication:Writing of the policy papers must take place within

the framework of organized staff work in which are involved all Civil Service

Commission authorities (such as the Legal Office, Control, etc.). All possible

interfaces should appear in the table. Documents will be produced in digital format

for the purpose of updating, and at first stag, will be submitted to the Civil Service

Commission website and later to an Internet Website dedicated to knowledge

management doctrines.

3.10.3 Internal draft

The Internal draft is the initial version of the policy paper, and is served to interested parties and

relevant experts in the civil service and externally. The official draft contains the same items to be

included below in the official policy paper, but it is not a binding document.

Below is the internal draft document structure:

3.10.3.1 Internal draft document structure:

General:

Executive summary.

Objective of the document.


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Definitions and basic concepts.

Requirements:

Theoretical background of the issue, its trends today in the country and abroad.

Main aspects of the prevailing situation and todayspolicy.

The gap between the current and ideal situation, experience and lessons learned,

and the need to adjust and respond to existing and anticipated challenges.

The proposed response:

Defining indices used to analyze various alternatives.

Summary description of proposed alternatives.

Presentation of preferred alternatives.

Presentation of the meaning of alternatives.

Application and implementation processincluding recommendedtools.

Operational guidelines and milestones.

Control indices.

Flowchart detailing the policy (see example of the flowchartin Appendix B: Example

of Flowchart).

Relevant guidelines and tools developed.

List of team members partners in the writing of the policy paper and their function.

List of sources.

Appendices.

3.10.4 Official policy paper - First Edition

The official policy paper is distributed as a binding document after changes have been madein light

of comments received from various factors,partners in the draft document.

This document is binding for operation for a pre-defined period; thereafter, a Second Permanent

Editionis to be distributed.

This document includes a section on guidelines and procedures for implementation, including

amendment of the Civil Service Regulations. The structure of the policy paper in its First Edition is:

3.104.1 Document structure of the First Official Edition:

General:

Executive summary.




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Requirements:


Main aspects of the prevailing situation in the Civil Service and todayspolicy.







Presentation of the meaning of alternatives.

Application and implementationprocess,including the tools developed.


Flowchart detailing the policy (see example of the flowchartin Appendix B).


List of sources.

List of team members partners in the writing of the policy paper and their function

(table configuration).

List of responders in the writing of the policy paper and their function (table

configuration).

Determining the body responsible for updating the document guided by the

Doctrine Department of the Civil Service Commission.

Establishing the measures of control and the manner in which policy evaluation

will be carried out.

Periods - Document approval period, closing date of examination period prior

to second edition permanent status (configuration table).

List of sources.

Appendices:

Appendix ADocumentation of the references submitted for the internal

draft.

Appendix B - Table of amendments documenting the amendments made

from the internal draft.


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Appendix C - Documentation of the relevant section in the Civil Service

Regulations.

Appendix DOperational tool and relevant forms.

3.10.5 Official policy paper - Permanent Second Edition

The Second Edition is the policy paper after having received final validation by the core team and the

leadership of theCommission, and after inserting all the amendments and improvements received

from the actual policy implementers in light of the policy operation in the area.The document is

binding indefinitely and constitutes an integral part of the design and operation cycle.

3.10.5.1 Structure of Permanent Second Edition:

General:

Executive summary.



Requirements:


Main aspects of the prevailing situation and todayspolicy.







Presentation of the meaning of alternatives. Application and implementationprocess,including the tools developed.


Flowchart detailing the policy (see example of the flowchartin Appendix B).


List of sources.


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List of team members partners in the writing of the policy paper and their function

(table configuration).

List of responders in the writing of the policy paper and their function (table

configuration).

Determining the body responsible for updating the document guided by the

Doctrine Department of the Civil Service Commission.

Establishing measures of control and the manner in which policy evaluation

will be carried out.

Periods - Document approval date.

List of sources.

Appendices:

Appendix A - Operating tools including relevant forms.

Appendix B - Documentation of references submitted to the internal draft.

Appendix C - Table of amendments documenting the amendments madefrom the

internal draft.

Appendix DDocumentation of references submitted to the policypapersFirst

Edition.

Appendix E - Table of amendments documenting the amendments madein the

First Edition.

Appendix F - Documentation of the relevant chapter in the Civil Service

Regulations, and any accompanying instructions.


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4. SourcesBelow are links to useful information on the subject of the chapter:

Young, E. & Quinn, L. (2002), Writing

Effective Public Policy Papers: A Guide for

Policy Advisers in Central and Eastern

Europe.

Professor Levy, Yagil (2011)

Writing a Policy Paper (The Open University),

(in Hebrew).

Several examples of policy papers are

presented in the book, and extensive details

on all parts of the paper.

European Union (2008), "Writing Policy

Papers and Policy Briefs",

http://www.foodsec.org/.../docs/1

policy_paper_guide.pdf
http://www.foodsec.org/.../docs/1http://www.foodsec.org/.../docs/1


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APPENDICES


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Appendix A: Model Draft of Letter of Appointment

Date___________________

Ex4102 to 2066

To: [Team member details

Re: Your appointment to the team for writing policy papers on the subject

[details of the subject]

According to a report on implementation of civil service reform, and the government decision No.

481, dated3.6.2013, I hereby appoint you to the working staff for formulating a policy paper on the

subject [detailsof the subject.

In its work, the team will give its opinion, among others, on the following subjects:


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0.__________________________________________________________________________

4.___________________________________________________________________________

3.____________________________________________________________________________

Mrs. / Mr. [Chairmansname] shall serve as team leader.

The team should submit to the undersigned a draft with recommendations by [date].

I wish the team success in this important task.

Best regards,

Moshe Dayan

Civil Service Commissioner

APPENDIX B: FLOW CHART EXAMPLE


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Receiving potentialdeparture

Offer to

continue

work

Is theworker

aboveaverage

Is the

profession in

short supply

the workeris

interested

End ofem lo ment

Is there anyorganizational

fault

Is there apersonal

pro

Writingpolicypapers Guide

Documents

Transcript of Writingpolicypapers Guide