174. Changes in external and internal influences on the formation of national prosperity, replacement of state by private ownership, active development of the private sector and dynamic growth of LSGs, all require the State to adopt new principles on which to guide the formation of the nation’s social character; develop its infrastructure and reform its economic, and political systems.
175. CDF/NPRS activities in direct communication with civil society, academia, businessmen, farmers, various experts and representatives of the regions, have revealed that ineffectiveness of the existing system of public administration is one of the main obstacles in the fight against poverty.
176. The inadequacy of the State’s role in the present conditions, the mingling of political and economic administration, a lack of modern administrative infrastructure, discord amongst central, sectoral and regional administrations, the shortage of administrative personnel, and the low professionalisms of personnel even in line ministries, are among the main problems in the public administration system.
177. The aspiration for fundamental democratization of society has been accompanied by an imbalance in the system of public administration. Ministries and departments continue to cling to old thinking, making state documents ineffective or, at times, negative in the process of poverty reduction.
178. The low quality of public administration is a cause of:
· hindrances to vital reforms;
· irrational use of available resources;
· unnecessary economic losses due to social and political destabilization in the society;
· irrational decision making and inadequate implementation of state policy measures; and
· imbalance between the country’s demand for professionals and the supply of professionals by the educational system.
180. Violation of social equity principles, caused by uneven distribution of the national wealth and worsening corruption, lead to greater social stratification of society.
181. Inadequate systems of feedback between government bodies and society reduce the efficiency of the State’s responses to the needs of the people.
182. Lack of an effective monitoring and evaluation system prevents adequate control over the progress of plans.
183. The new principles to be used in the public administration reform under the NPRS include:
separation and transparency of economic and political governance in the country;
highest quality of public administration at minimal cost;
clarity and relevance of work in the new management environment for professional managers and the population at large;
high adaptability to external and internal changes;
maximum elimination of subjectivity in making and implementing decisions at all levels of public administration;
involvement of socially active groups of population in the process of country management;
effective feedback among the participants of the administration process; and
open access to political and economic information for the population.
184. It is important to move from management characterized by excessive state regulation to quality management that encourages development. This requires flexibility and readiness of all participants in the NPRS process to reforms.
185. Modernization of public administration will be promoted through the requirement of greater impact and efficiency. A system for control and calculation of outcomes and costs will be created and introduced in all government bodies.
186. The State will ensure greater transparency of management in order to ensure greater involvement of the community in resolution of general issues. To this end, public administration will gradually start to provide services using information technology and principles of electronic government.
187. Process and project management technologies will be introduced. The medium-term development plan envisages development of the new basic management infrastructure based on modern telecommunication technologies. New managerial staff will be trained and the system of electronic interaction amongst the participants in the country management process will be introduced. It is intended to create a national information network that will reflect the situation with main tasks and objectives, the country’s resource base, the situation in the regions and sectors, and related conditions in various areas of human activity.
188. The following steps will be taken to reform the public sector system of governance by using new information technologies and process-oriented methods under the CDF/NPRS process:
· Systemic analysis of public administration. This phase will describe the current architecture of the governance system. It will cover all state agencies and will start with identifying the modern role of the State. The activities carried out simultaneously in all state agencies will be monitored by the Administration of the President of Kyrgyz Republic. The process will make use of the functional analysis carried out by UNDP and TACIS experts in several ministries. The analysis should identify the actual role each state agency has in the system of public administration. The analysis will identify actual business processes, fixed information and documentation flows and other relevant information. This will help to see the gaps between the mission, role, and means of achieving tasks in each studied organization and actual interaction of state agencies among themselves and with other participants of the public administration process.
· Development of a process-oriented public administration system. This phase will deal with the development of the future architecture of the management system. This will be done in parallel with the systemic analysis of the present system of public administration. It will cover all state agencies and will be carried out by a group of analysts – architects of management systems. This phase will identify the role of the State in managing the country in the present conditions and principles of reforming public administration. The content and structure of a business processes necessary for ensuring achievement of state objectives will be created. The tasks for this phase include developing an organizational structure of public administration, identifying quality standards, etc.
· Development of a transition strategy to move from the current architecture of public administration to the new architecture oriented at implementation of the NPRS mission. Activities of this phase will be carried out by a unified group of analysts engaged in the previous two phases of reforms. The activities will include development of a detailed calendar and resources plans of reforming public administration, preparing training plans and methodological materials, developing documents for selection of human resources, and other materials.
· Implementation of the action plan. The activities of this phase will be carried out jointly by analysts, management of state agencies, and relevant sub-units of these agencies. This work will require active support on the part of leaders of all state agencies. The personnel will be trained in new business processes, information technologies, and collective work in corporate networks, computers skills, and fundamentals of process and project management.
· Development and introduction of the national information network (NIN).
· Development of information platforms will lay the ground for state marketing activities. The national information network can help by providing data on which to correctly assess the situation, make the right decision, promote businesses, establish direct contact with the population and help with many other things. To spread the network, an appropriate infrastructure will be built throughout the country ensuring access of the system to the general public. The main objective is to provide full and accurate information necessary for effective cooperation among state structures, private sector, and civil society.
· Development and introduction of CDF/NPRS monitoring and evaluation system. The activities in this direction have begun in 2001. The system will include a basic package on project management, a package on coordination of donor assistance and a package on collection and processing of primary information necessary for calculation of key performance indicators. The system will be mandatory for use in all government agencies, as well as enterprises and projects implementing state assignments. It is envisaged to publish appropriate methodological materials and textbooks, and analytical report on implementation of CDF/NPRS measures.
· Development of NIN architecture. The architecture will be developed right after the approval of the full structure of the future state governance system. This state will identify NIN requirements, resources and timeframe, hardware and program. The requirements and the platform will be mandatory basis for development of sectoral and regional information networks.
· Development and introduction of sectoral and regional information networks. Development of sectoral and regional information networks will be done after the approval of the system of business processes for public administration. Additional business processes will possibly need to be developed with consideration of sectoral or regional aspects. The work will be carried out in close cooperation amongst state, private, NGOs and donor organizations, and with the active support of foreign consultants.
189. All activities under public administration reform will require concentration of all available resources. The process will also consolidate efforts under all ongoing and future projects dealing with public administration reforms, strategies/concepts, and information databases of regional and sectoral management. In addition to that, to fully implement the plans on transferring public administration to principles of electronic government, Kyrgyzstan will need grant assistance.