Purpose of the study
 Document the strategic planning process in the
Kyrgyz Republic in the light of general strategic
planning methodological approaches
 Identify the strength and weaknesses of the process
from methodological point of view,
 Identify best practices applied internationally
 Compare the practices in the Kyrgyz Republic with
these best practices
 Establish recommendations to improve the strategic
planning process in the Kyrgyz Republic
Sources
 National Sustainable Development Strategy for the Kyrgyz Republic for the
period of 2013-2017
 Law on normative legal acts of the Kyrgyz Republic
 Law on state forecasting of socio-economic development of Kyrgyz Republic
 Interviews of key actors involved in strategic planning in the Kyrgyz
Republic
 Government Performance Result Act (United States of America)
 E-government master plan 2011-2015 (Singapore)
 Strategic economic plan: toward a developed nation (1990-2030) –
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(Singapore)
Approach to integrated performance strategy (Singapore)
Strategic vision for economic development – Israel 2020 (Israel)
Strategic plan 2011-2013 (Republic of South Africa)
Framework for strategic plans and annual performance plan (Republic of
South Africa)
Key findings
Politics
 Strategic planning possibly not part of the top
priorities of the members of the political life
 Strong drivers are missing possibly in the benefits of
shorter term and less integrative views
Key findings
Legal and institutional elements
 Legal basis for strategic planning is weak
 Institutional and methodological weaknesses in the
strategic planning process
 Institutional roles are unclear
 Status of strategic documents is disputed.
 Poor coordination that can cause competitions and
inefficient spreading of resources
Key findings
General methodological elements
 Lack of methodological standards; methodological
inconsistencies
 No clear priority settings, monitoring, evaluation and
adaptation of plans.
Key findings
Key contents (1)
 Context analysis:
Context analysis and forecasting likely to be positively
impacted by the law on state forecasting of socioeconomic development of the Kyrgyz Republic
 Vision:
A vision for the Kyrgyz Republic is defined
Key findings
Key contents (2)
 Objectives, actions, outcomes
 General objectives are defined
 Actions necessary to achieve the objectives are not
clearly identified
 Details of outputs, outcomes, and impacts for
stakeholders are not developed
 Means
 Resources to achieve the objectives are poorly
documented
 Conditions of success are not defined
Key findings
Key contents (3)
 Risk management
Weakly documented risks and mitigation strategies
 Monitoring and evaluation
 Monitoring system not specified
 Indicators mentioned in terms of outputs but not in
terms of outcomes and impacts
Key findings
Key contents (4)
 Stakeholders
 Limited communication and involvement of the
population and of the key players (like senior
management of state bodies) put the supporting basis at
risk
 The skepticism expressed about interest of the
population toward strategic plans in mirror of the
skepticism of the population toward state institutions.
Risk of vicious circle of mutual skepticism.
Politics
Government
 Considered as a service provider to the population
 People and organizations are considered as customers of
the government
Political consensus
 All players agree on the main outlines of policy goals and
methods
De-politicized bureaucracy
 Professional, non-partisan bureaucracies craft and
implement economic development policies and limit
corruption
Laws and regulations
Require institutions to:
 Produce a Strategic Plan, outlining the planned
sequencing of projects and program implementation
and associated resources
 Produce a Performance Plan, with performance targets
 Identify indicators
 Adopt a reporting system
Institutions
 Strategic planning is a governmental function
 Strategic plan refers to constitutional, legislative
and policy mandates
Framework documents
 Provide guidance on good practice and budget-related
information requirements
 Provide timeframes
 Clarify the relationship between state bodies’ plans,
policy developments and budgets
 Provide details and definitions of key concepts and
information to be reported on in specific sections of
the Strategic Plans
Key contents of strategic plans (1)
 Situation analysis
 Vision
Inspiring picture of a preferred future
 Mission statement
 Reason for an institution’s existence based on its legislative
mandates, functions and responsibilities : what the institution does,
why and for whom
 Mission of the state and comprehensive mission statements
covering the major functions and operations of the state bodies
Key contents of strategic plans (2)
 Values
 Key values of the state
 Values define a citizen-oriented approach for delivering
government services
 Goals, key activities, outputs, outcomes, impacts
 Outcome-related goals for the major operations of the state
bodies, aligned with the priorities identified in the
government program
 Measurable key activities, outputs, and targets, against which
the performance of the administration is measured through
indicators
 Difference is made between activities (what we do), outputs
(what we produce or deliver), outcomes (what we wish to
achieve) and impacts (what we aim to change)
Key contents of strategic plans (3)
 Means
 Description of how the goals are to be achieved
(operational processes, skills and technology, human,
capital, information, etc.)
 Budget program structures reflecting the main areas of
responsibility within institutional mandates
 Links
 Descriptions of how the performance goals included in
the plans are related to the general goals in the strategic
plans
Key contents of strategic plans (4)
 Risk and mitigation
 Factors beyond the control of state bodies and that could
significantly affect the achievement of the goals are identified
 Risks and mitigation strategies are defined
 Monitoring and Evaluation
 State bodies report on the extent to which they have
succeeded in achieving strategic outcome oriented goals
 Impacts of plans are measured through “internal indicators”,
through population satisfaction surveys, and through
international benchmarking
 Monitoring and evaluation are conducted by a state body that
is independent of Presidency and Ministries involved in the
implementation of the plan.
Stakeholders
 State bodies consults with the parliament, and solicits
the views of entities potentially affected by the plan
 Citizens are informed and involved
 State bodies’ senior management is involved to
reinforce its sense of ownership
 State bodies consult with key stakeholders to identify
and include indicators that they have a direct interest
in tracking
Position of the government and the
state bodies as service providers
toward the population
 Customer orientation to be reinforced at all levels of the
state institutions
 To be supported by organizational and individual changes
 Reduction of the distance between institutions and the
population will contribute to reinforce the commitment
and the interest of the population for strategic plans
 Support basis will be reinforced and positive expectation
will reinforce the general willingness to achieve the results
Bring strategic planning on top of the
political agenda
 Increase electoral support for long term development by
raising the political education of the population and by
informing the population intensively about the nature, the
purposes and the importance of longer term strategic
projects
 Reposition strategic development higher in the political
agenda of the entire population through abundant
information on projects, on achievements, combined with
a participative approach at local level
 Political parties should present clear programs and projects
that give a priority to long term development and should
communicate abundantly about this
Create a solid legal ground for strategic
planning
 Establish by law that strategic planning must be done
 Define the roles and accountabilities of the state bodies in
the process of establishing and implementing the strategic
plan
 Reinforce the consistency of the state structure and of the
coordination mechanisms through a clarification of all
mandates and a clarification of the coordination of
mandates
 Define strategic planning process and the standards to be
applied
Create support documents for
developers and implementers
 Inform the users about the nature, purposes and
process of strategic planning
 Provide a practical step by step approach of strategic
planning
Apply standardized and efficient
methods
 Strategic maps and balanced scorecards adapted to
state strategy prove to be very efficient tools to design
the strategy, to communicate it, to monitor its
implementation and to adapt it to changing
environment