Purpose of the studyDocument 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 practicesEstablish recommendations to improve the

strategic planning process in the Kyrgyz Republic

SourcesNational Sustainable Development Strategy for the Kyrgyz

Republic for the period of 2013-2017Law on normative legal acts of the Kyrgyz RepublicLaw 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) – (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 weakInstitutional and methodological weaknesses

in the strategic planning processInstitutional 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 socio-economic 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 definedActions necessary to achieve the objectives are

not clearly identifiedDetails of outputs, outcomes, and impacts for

stakeholders are not developedMeans

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 evaluationMonitoring system not specifiedIndicators 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.

PoliticsGovernmentConsidered as a service provider to the populationPeople and organizations are considered as customers of the governmentPolitical consensus All players agree on the main outlines of policy goals and methodsDe-politicized bureaucracyProfessional, non-partisan bureaucracies craft and implement economic development policies and limit corruption  

Laws and regulationsRequire institutions to: Produce a Strategic Plan, outlining the planned sequencing of projects and program implementation and associated resourcesProduce a Performance Plan, with performance targetsIdentify indicators Adopt a reporting system

InstitutionsStrategic planning is a governmental

functionStrategic plan refers to constitutional,

legislative and policy mandates

Framework documentsProvide guidance on good practice and

budget-related information requirementsProvide timeframesClarify the relationship between state bodies’

plans, policy developments and budgetsProvide 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 analysisVision

Inspiring picture of a preferred future

Mission statementReason for an institution’s existence based on its legislative mandates, functions and responsibilities : what the institution does, why and for whomMission 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 stateValues define a citizen-oriented approach for delivering

government servicesGoals, 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

LinksDescriptions 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 definedMonitoring 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.

StakeholdersState 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 ownershipState 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 populationCustomer orientation to be reinforced at all levels

of the state institutionsTo 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 agendaIncrease 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 planningEstablish by law that strategic planning must be

doneDefine 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 implementersInform the users about the nature, purposes

and process of strategic planningProvide a practical step by step approach of

strategic planning

Apply standardized and efficient methodsStrategic 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