Strategic Plan

ACRONYMS AND DEFINITIONS

AO

Aiyl Okmotu, A local authority with an elected board

APIU

Agricultural Projects Implementation Unit of MAaM

ARIS

The Community Development and Investment Agency

IFAD

International Fund for Agricultural Development

JC

Jaiyt Committee, an executive body of pasture users’ unions

NAPUKKJ

Association of Pasture Users of Kyrgyzstan “Kyrgyz Jaiyty”

kenesh

Parliaments or representative congresses at local level

KM

knowledge management

LMDP

Livestock and Marketing Development Programme, IFAD

M&E

Monitoring and evaluation

MAaM

Ministry of Agriculture and Melioration

MoU

Memorandum of Understanding

NGO

Non-governmental organization

PUU

Pasture users’ union

RAPUU

Rayon-level associations of pasture users’ unions

 

1. BACKGROUND

Enactment of the 2009 Law on Pastures was a milestone in pasture management in the Kyrgyz Republic. Since then, pasture users have created 454 Pasture User Unions (PUUs) with pasture users as members, each with an executive body, the Jaiyt Committee (JC). PUU members and JCs, with support from other stakeholders, have done a great deal of work to improve the condition of pastures, repair livestock driveways, bridges and other infrastructure, and have made the greatest efforts possible to solve other problems preventing the effective, efficient and equitable use of pasture resources.

Despite the successes, there are still a number of challenges. Although PUUs have been established as territorial self-government bodies and registered as legal entities with the relevant authorities, many PUUs face challenges with internal organizational structures and procedures, documentation and internal accountability, and capacities for effective performance of their functions. Many PUUs require access to information, methodological and technical support and assistance. Some people involved in PUUs and also some other stakeholders from local to national level have limited understanding of related legal issues or of the value of PUUs and the legal arrangements put in place by the 2009 Law. Some stakeholders at national and at local levels are not supportive of the PUU system. Conflicts over pasture use are common because of unclear boundaries and growing use of pastures by secondary users for purposes other than grazing. Such conflicts prevent effective management of pastures. More and more experience is being gained by various actors, such as government agencies and NGOs, who are supporting PUUs to develop. These actors also have needs for support and coordination, for example around pasture-related methodologies or access to information and coordination of activities.

In this context, in May 2013, an Association of Pasture Users was formed as a voluntary association of Pasture User Unions, and was originally registered as an oblast-level association. The need for a national level association was recognized, and in October 2013 the representatives of PUUs, rayon associations of PUUs (RAPUUs) and other government and non-government stakeholders from all oblasts in the Kyrgyz Republic met in Bishkek to discuss joining their efforts to protect the rights and promote the interests of PUUs. As a result, it was agreed to re-register the association of PUUs at national level and form Association of Pasture Users of Kyrgyzstan Kyrgyz Jaiyty (NAPUKKJ). NAPUKKJ was legally re-registered as a voluntary association of legal entities in August 2015, founded by six rayon associations of PUUs. There are now more than 400 members of the association, mostly PUUs as well as 26 RAPUUs. Many of these RAPUUs and PUUs were established in the years after enactment of the Law on Pastures. They have been working hard to support pasture users, coordinate with other stakeholders and address challenges to effective management of pastures. However, NAPUKKJ’s members still need further support in order to better perform their roles and achieve their goals.

2. ABOUT THIS STRATEGIC PLAN

In October 2015, a strategic planning process was undertaken with support from GIZ Regional Programme on Sustainable Use of Natural Resources in Central Asia. Interviews were held with different stakeholders, institutions and agencies to understand their different perspectives on issues related to NAPUKKJ. Then, twenty three NAPUKKJ members and staff took part in three days of discussions and deliberations, and held two dialogue meetings with partners and stakeholders. These events provided the first opportunity since NAPUKKJ’s re-registration for NAPUKKJ members, staff and stakeholders to discuss together various aspects of the future development of NAPUKKJ. These discussions were held in recognition of the importance of both external and internal factors for NAPUKKJ’s future development. NAPUKKJ is a membership organization, and it is recognized that many organizational processes need to be further developed to ensure that NAPUKKJ remains accountable to its members and that democratic governance is maintained in our internal processes. At the same time, discussions had been ongoing with the International Fund for Agricultural Development (IFAD) and the Community Development and Investment Agency (ARIS) about the role of NAPUKKJ in implementation of the IFAD-funded Livestock and Market Development Programme (LMDP). The tasks related to this role will present both significant opportunities and significant challenges for the management of the organization. To date, lack of finance for activities has been a major constraint for the Association and our members. Funding from IFAD will not be sustained indefinitely, and developing sustainable funding sources remains a key concern. NAPUKKJ is a new organization in a sector with many institutions and agencies. Developing partnerships and gaining support from stakeholders in the pasture sector will also be necessary for the healthy development of NAPUKKJ and its members.

This document is the Strategic Plan for NAPUKKJ for the period 2016-2020. It is based on discussions at the strategic planning workshop with members and staff in October 2015, and is intended to be aligned with NAPUKKJ’s commitments under agreements with IFAD and ARIS. This Strategic Plan will inspire and guide the future development of the Association. Because NAPUKKJ and most of its members are recently established, it is recognized that this document is to be seen as a ‘living document’, and may be subject to revision during the course of implementation. This document provides a written basis for discussion and communication among members. It also provides a basis for communication with NAPUKKJ’s partners and stakeholders. This Strategic Plan sets out what NAPUKKJ wants to do in this period. An accompanying Business Plan focuses on how we will do it. In the text, the symbol “Ü” indicates an important issue that requires action. Where the symbol ”Ü”appears, please refer to the business plan for further elaboration.

3. WHAT IS NAPUKKJ?

NAPUKKJ is a voluntary association of legal entities and a non-profit organization dedicated to improving the ability of pasture users, Pasture User Unions (PUUs) and Jaiyt Committees (JCs) to effectively manage and use pasture resources. We operate in accordance with the legislation of the Kyrgyz Republic and our Articles of Association. Members join the association on a voluntary basis, and each member retains their independence and rights as equal members in the association. Members are legal entities, public unions, foundations and other non-profit organizations, which accept the Articles of the Association and are able to contribute to achieving the goals and objectives of the Association. At present there are more than 400 members, who are mostly PUUs, JCs and RAPUUs.

Membership applications are decided by the Association’s board. Members are required to pay initial membership and annual membership fees, which are approved by the General Meeting of the association. Members may be elected to the bodies of the association, participate in events organized by the association and in managing the affairs of the association, and may benefit from services provided by the association.

The Articles of Association document a legal mandate covering many activities in support of NAPUKKJ’s goals and objectives, including activities to:

  • promote effective management and use of pastures and pasture resources and infrastructures;
  • assist in the establishment and capacity building of PUUs, RAPUUs and other stakeholders who are members of the Association;
  • represent and protect the rights and legitimate interests of the Association’s members.

These are the main topics on which NAPUKKJ works. In relation to these topics, NAPUKKJ’s main functions as an organization are:

  • to provide capacity building support
  • to provide advisory services
  • to generate, identify, disseminate and enable the use of information and knowledge related to PUUs’ interests and needs, and
  • to provide platforms for coordination among our members and among other stakeholders in the sector.

Both members and non-members may benefit from these functions.

4.  ORGANIZATIONAL STRUCTURES

NAPUKKJ’s governing bodies are the General Meeting, the Board and the Audit Commission. The main official positions are the Chair of the Board and the Director-General, who leads NAPUKKJ’s Executive Body. These bodies are indicated in the green section of Figure 1. Current officers of these bodies are listed in Annex 1.

General Meeting: The General Meeting is NAPUKKJ’s highest decision-making body. It determines the strategy and priority areas of work, reviews previous work and makes other decisions. General Meetings are convened by NAPUKKJ’s Board at least once per year. Decisions are made by a simple majority vote of the members present.

Board: The Board supervises NAPUKKJ‘s activities in between General Meetings, making decisions within their mandate as indicated in the Articles of Association. The Board defines strategic objectives  and policies, supervises and coordinates activities and reports on the activities to the General Meeting. The Board has 7 members, one from each oblast, who are elected from among the RAPUUs in the oblast for a term of 5 years with the right to be re-elected. The Board is led by the Chairman of the Board, who is also the official representative of NAPUKKJ, and who makes decisions within his mandate as indicated in the Articles of Association.

Executive Body: The Executive Body, led by the Director-General, implements the decisions of the General Meeting and the Board, and supports NAPUKKJ‘s day to day operation. The Director-General is elected by the Board. The Executive Body is entitled to employ staff in order to enable its effective functioning.

Audit Commission: The Audit Commission has 7 members, one from each oblast, who are elected by the General Meeting for a term of 5 years. Its function is to exercise control of NAPUKKJ’s financial activities, and it audits the annual financial statement and balance sheet.

NAPUKKJ is newly established. In the current strategy period (2016-2020), building the culture, mechanisms and practices of democratic governance within the Association is a high priority. In the initial part of this period, priorities include:

  • review the Articles of Association to identify aspects of decision-making processes (e.g. decision-making mandates of the Association’s governing bodies and its main officials, procedures for selection of representatives at different levels, procedures for decision-making by the Board) that may require further specification in order to ensure appropriate levels of consultation and accountability;          
  • elaborate specific policies and procedures for communication within the Association to ensure that members are appropriately informed of the Association’s activities and consulted on matters of concern to them, and policies and procedures for communication with external partners;
  • review the Articles of Association to identify aspects where further specification of reporting responsibilities may be required in order to ensure appropriate levels of transparency and accountability;
  • select the audit commission and further specify its rules and procedures;
  • based on the experience of Board and Audit Commission members, assess whether there is a need for specific instruction and capacity building in order that individuals and the Board collectively may play their role effectively.

Figure 1 also indicates that working with RAPUUs and other partners is a key part of NAPUKKJ’s approach to providing services to support JCs and PUUs, who are NAPUKKJ’s primary beneficiaries. Strengthening RAPUUs and developing effective partnerships with many others in the pasture sector in the Kyrgyz Republic are key strategies for NAPUKKJ, as elaborated in the following sections of this document. Many JCs and PUUs are our members. Members may benefit from particular services exclusively available to members. However, the outreach activities conducted by NAPUKKJ’s Executive Body will target all JCs and PUUs in the Kyrgyz Republic. During this strategy period, NAPUKKJ will:

  • review the terms of membership and specific services provided by the Association, with a view to better clarifying the benefit or value that members can be obtain from membership.
  • Communicate these benefits or values to eligible entities that are not yet members.

 

5. OUR VISION AND GOAL

NAPUKKJ shares with its members a vision that:

Strong PUUs and JCs, supported by all stakeholders, are able to effectively manage pastures and support improved livelihoods for pasture users throughout the Kyrgyz Republic.

This is our common vision and we will continually strive for it in the years to come. NAPUKKJ’s members have long experience of working with pasture users, and since the 2009 Law on Pastures, our members have gained considerable experience of pasture management and related issues under the new legal framework. As an association uniting our members, we are still young, and need to develop in many respects in order to meet our members’ needs and expectations. In recognition of this, during the period of this first strategic plan (2016-2020), we have agreed the following achievable goal for all the activities of the organization:

By 2020, NAPUKKJ has become a strong and well-resourced organization, based on members with sustainable finance sources, who together and in collaboration with a wide range of partners are able to provide high-quality services to meet the needs of our members, and protect and promote the rights and interests of PUUs.

This goal recognizes the importance of some key factors for our sustainability: finance, partnerships and capacities. Sustainable finance is essential for the Association and its members.

RAPUUs are a key partner in NAPUKKJ’s delivery of services and support to PUUs, so sustainable financing sources for RAPUUs as well as the Association is a priority for long-term sustainability beyond available donor funding. With regard to finance, the overall strategy is that our member RAPUUs develop diverse sources of revenue from membership fees, paid services, business activities and donor funds. In this strategic plan period, supporting RAPUUs to identify and develop these revenue sources will be a key priority for NAPUKKJ. Previously, it was considered that NAPUKKJ could generate revenue from seed production. After the strategic planning process, this is considered as a key option for RAPUUs. NAPUKKJ will develop diverse, alternative revenue streams. The funding strategy is elaborated in the Business Plan for 2016-2020.

Partnerships are also essential for our ability to meet members and beneficiaries’ needs. As a new association, we will need to consult, coordinate and collaborate with diverse partners at all levels in order to bring our strengths and the strengths of others into full play in service of our goal.

Strengthening capacities of NAPUKKJ and our members and partners will be the central pillar of our strategy to achieve our goal.

These priorities are reflected in the elaboration of objectives and key result areas below.

 

6. OBJECTIVES AND KEY RESULT AREAS

6.1. Objectives

In line with our goal, we have identified three objectives for the coming 5 years:

Objective 1: To strengthen the capacity of PUUs

Objective 2: To promote the rights and interests of PUUs

Objective 3: To strengthen NAPUKKJ and RAPUUs institutionally

These three objectives are in line with the objectives of the IFAD-funded LMDP activities. The Executive Body will facilitate and manage the alignment of the IFAD-funded project activities in coordination with other activities conducted by the Association.

We have identified a number of activities that will be particularly important for achieving these objectives (see Box 1). All of these activities are included in the IFAD project activities, so IFAD project funding will help us to achieve our objectives. However, IFAD funding for all activities in the IFAD project will decrease from the third year of implementation onwards. For activities that are subsequently identified as priorities that are not in the IFAD project design, we will work with our members and partners to ensure that they are implemented.

Box 1: Priority activities to achieve NAPUKKJ’s 3 objectives

To strengthen the capacity of PUUs:

  • Training on financial management, financial transparency and auditing.
  • Training on legal issues and other issues identified as priorities by JCs and PUUs.
  • Disseminating best practices.
  • Capacity building and advisory services for development of project proposals.
  • Supporting PUUs to further elaborate their internal rules and procedures.

To promote the rights and interests of PUUs:

  • Providing consultation, advice and awareness raising on land issues and taxation issues.
  • Providing advisory support regarding legal proceedings.
  • Providing advisory support in negotiations with secondary land users.
  • Developing mechanisms to resolve pasture conflicts.
  • Developing and advocating recommendations for legislation.

To strengthen NAPUKKJ and RAPUUs institutionally:

  • Ensuring all RAPUUs can access and use computer and communications hardware.
  • Supporting RAPUUs to develop sustainable financing sources, e.g. seed or fodder production, other business enterprises.*
  • Capacity building in technical and organizational management issues.

* indicates that this activity is not included in the IFAD LMDP.

6.2. Key result areas

Strengthening NAPUKKJ and RAPUUs institutionally is one of our objectives. But capacity building must run through all of NAPUKKJ’s activities in this period in order to achieve our goal of becoming a strong, well-resourced organization. There are 9 key areas where we need to achieve significant results in order to meet our objectives. Four of these key result areas are working approaches through which NAPUKKJ will implement activities with beneficiaries and partners, and five are essential supporting functions for effective internal management to support the working approaches. The main working approaches of NAPUKKJ are:

Capacity building: JCs and PUUs have many and diverse needs for training and other capacities, including technical aspects of pasture management planning and monitoring, organizational and financial management issues, and legal issues. NAPUKKJ will repeatedly survey and assess JC’s and PUU’s capacity building needs, develop targeted training modules and support training activities. The skills and knowledge of RAPUUs will also be updated and improved with various training activities. Training may also target local administrations, keneshes, ayil okmotu and other stakeholders whose support for PUUs is also required. 

Advisory services: PUUs face a number of challenges, including improper implementation of the Law on Pasture; conflicts over pasture borders, changes in land use and land appropriation; managing relations with secondary users of pasture resources for non-grazing purposes; and taxation issues. Advisory services can help PUUs address the issues they face. RAPUUs also require advice on issues beyond their scope of competence as well as advice and assistance with management and development of their own operations.

Knowledge management: Knowledge management refers to capturing, distributing and enabling the effective use of knowledge by users. Knowledge management activities underlie creation of training materials, the provision of information to partners and beneficiaries, and the contents of advocacy initiatives. Identifying, presenting and sharing good experiences among members, beneficiaries and partners requires systematic attention to knowledge management activities by the Association.

Coordination: Effective coordination with partners and stakeholders enables NAPUKKJ and its members to mobilize resources, combine resources and complementary strengths, target the use of limited resources more efficiently, and learn from each others’ experiences. Coordinating relations with government, donors and NGOs at national level are important functions that NAPUKKJ can play for members. Member RAPUUs can play key roles in coordinating relations with government at rayon level. Platforms for dialogue at different levels can also provide opportunities for diverse stakeholders to share perspectives, deliberate on important topics, and to promote the interests of our members and beneficiaries.

Any organization has many supporting functions that enable and ensure the smooth implementation of activities. Considering NAPUKKJ’s current situation, five supporting functions were identified as key areas for effective operation:

Communication: Delivery of information to beneficiaries and partners is an essential function supporting our capacity building, advisory services and coordination functions. Communication with partners will also create transparency and trust. Equally importantly, because we have members located across the country, developing effective methods of communication among our members will be essential to the effective, transparent and democratic operation of the Association.

Monitoring and evaluation: Monitoring and evaluation is not only a donor requirement. Monitoring and evaluating our activities, and those of our implementation partners (e.g. RAPUUs, JCs, PUUs), helps us and our members know what is working and what needs to be improved. It can help us target our efforts. It also provides the evidence to communicate to our partners and target groups of our advocacy activities. 

Administration: As a new organization, the basic policies, regulations, processes and infrastructure for effective administration of the Association’s affairs, as well as for the administration of grants from donors are not yet in place. This is a basic function underlying our ability to deliver on our objectives in partnership with our donors.

Human resources management: NAPUKKJ must continually review staffing requirements, human resources policies and funding to ensure that good quality specialists are recruited and retained by the Executive Body.

Fund raising: Our ability to raise funds to continue pursuing our objectives beyond the scope and duration of currently available funding will determine the survival of the Association in the long-term. Given the fund raising strategy outlined in the Business Plan, our ability to raise funds is a core organizational function.

7. STRATEGIC ACTIONS

The coordination of activities in the 9 key result areas with activities to meet our 3 objectives is the core of NAPUKKJ’s strategy to become a strong organization (see Figure 2). Activities and types of activity that will significantly contribute to strengthening our abilities in the key result areas are identified as ‘strategic actions’. Twenty two strategic actions are represented in Figure 2 and are described below. As our activities develop, we will identify further strategic actions and respond accordingly.

For the Director-General and the staff of the Executive Body, implementing the important activities listed in Box 1 (see p. 9) will ensure that we achieve our objectives, serve our members and beneficiaries, and fulfill the mandates of our donors. Focusing on the strategic actions in Figure 2 will ensure that the Executive Body together with the Board and members enhances NAPUKKJ’s ability to implement these activities in the long-term, and will significantly contribute to building a strong organization that is better able to implement activities in the future. These two lists of actions are therefore complementary, but differ in their focus. In our initial stage of operation, the strategic actions are of particular value in strengthening the organization.

Strategic actions to strengthen our abilities in capacity building

SA 1: Develop a system and procedures for continually identifying the capacity building needs of PUUs and JCs. PUUs and JCs have diverse challenges and needs that can be met through different capacity building activities. Their priority needs will change over time. We need a system that enables us to identify capacity building needs on a regular basis, that tracks the participation of PUUs and JCs in capacity building activities, and that monitors whether their capacities are improving. This system should be linked to a broader database on PUUs and JCs (see SA 9).

SA 2: Develop a system and procedures to identify areas where NAPUKKJ and RAPUU staff capacities can be improved to meet PUU and JC needs. Learning needs assessment can identify the needs of NAPUKKJ and RAPUU staff for new and updated skills and knowledge. A system is needed that enables us to assess learning needs on a regular basis, and that links directly with our planning of training activities, provision of information and of planning other capacity building activities.

SA 3: Ensure that NAPUKKJ, RAPUU staff and other implementation partners are able to use the best practice methods, skills and materials in our capacity building activities. Many different capacity building and training methods and training materials have been developed by different organizations, including the Pasture Department, donor projects and NGOs. Each have their own strengths. Through reviewing documentation, convening expert consultation workshops and other means, we should identify and develop best practice methods and materials and ensure that NAPUKKJ and RAPUU staff are able to use these best practices. They should also be made available to partners in the sector.

SA 4: Ensure that relevant capacity building services can be sustainably financed. Useful capacity building support must be available to PUUs and JCs after the end of the IFAD project. From the start, we should explore sustainable financing sources, including assessing the feasibility of services paid by JCs, and piloting paid services where possible. Alternative sources (e.g. donors) may also need to be explored.

Strategic actions to strengthen our abilities in providing advisory services to members and beneficiaries

SA 5: Provide advisory support to RAPUUs to help them identify, develop and implement business opportunities for sustainable financing. RAPUUs are the basis of NAPUKKJ’s ability to deliver advisory and capacity building services. It is essential that RAPUUs have sustainable finance sources. In line with the funding strategy in the Business Plan, a top priority is that NAPUKKJ assists RAPUUs to identify business opportunities, and develop and implement financially feasible business plans. We must follow-up on the results of these plans and provide continual support as needed until financial sustainability can be secured.

SA 6: Survey demand of PUUs and JCs for advisory services and assess willingness and ability to pay for advisory services. RAPUUs may provide advisory services in areas such as legal issues, conflict management, negotiation with secondary users of pastures, financial, audit and tax issues. In line with the funding strategy in the Business Plan, we should identify advisory services for which JCs are willing and able to pay. Where feasible, we should piloting paid services, and share experiences among JCs, PUUs and RAPUUs.

SA 7: Benchmarking, upgrading own skills & identification of partners: Based on a survey of PUU and JC needs for advisory services (see SA 6) we should assess the capacity of NAPUKKJ and RAPUUs to provide those services, and make capacity building plans as required. We should also identify partners who have a comparative advantage in delivering those services and agree how best to involve them in service delivery.

Strategic actions to strengthen our abilities in knowledge management

SA 8: Develop, implement and evaluate a knowledge management strategy. Knowledge management underlies our ability provide relevant information, develop training materials, disseminate good experiences and monitor progress. We must develop a knowledge management strategy that is based on an assessment of our knowledge management issues, needs and opportunities. This strategy should be linked with our communication strategy (see SA 15).

SA 9: Work with partners to design, pilot and institutionalize a database on JCs and PUUs. A comprehensive database on JCs and PUUs can support many of our activities. We should consult with partners to identify the functions and contents of the database, develop an appropriate structure and procedures for generating and representing information, and pilot the database, including regular updating. We should also explore with partners sustainable financing of the regular updating of this database.

Strategic actions to strengthen our abilities in coordination

SA 10: Ensure that the pasture donor coordination council is operating effectively. In the past, the pasture donor coordination council has been very useful. We should ensure that it continues operating effectively, with the Pasture Department, NAPUKKJ or other organizations playing the facilitating role. RAPUUs can also play a coordinating role at rayon level.

SA 11: Coordination with other IFAD implementation agencies. NAPUKKJ is seeking an implementation role in the LMDP. There are at least 15 other agencies involved in implementation, some of whom will also be working directly with JCs and PUUs. We must ensure that our activities are coordinated, and that their activities also link with and support the RAPUUs. Hence, we will discuss with ARIS, APIU and IFAD how to ensure that lines of communication are efficient.

SA 12: Clarify functional roles of NAPUKKJ and other key players nationwide. NAPUKKJ and its member RAPUUs and PUUs should continually review the distinction and complementarity of their respective functions. We should assess the functional duties of NAPUKKJ and other key organizations operating nationwide, such as the Pasture Department and ARIS, to ensure that there is no duplication of efforts or competition, that our organizations work in a mutually complementary way and that necessary functions are effectively implemented. On this basis, specific MoUs with these organizations may be useful. These functional roles may also be revisited and revised over time.

SA 13: Continually review the appropriateness of legislation to protect the rights and promote the interests of PUUs. Improving and harmonizing legislation, including laws and their implementation regulations, will be a continual task. NAPUKKJ should provide expert recommendations on revision of legislation, and should also consult widely with members in the elaboration of these recommendations. Systems and processes for effective consultation need to be developed. Partnerships with others on advocacy activities will also strengthen our voice.

SA 14: Developing broad and mutually beneficial partnerships. Delivering services and promoting PUUs’ rights and interests will both require partnerships. We must continually develop partnerships with government, non-government, private sector and international organizations to ensure NAPUKKJ’s ability to achieve its aims. These partnerships will support our ability to perform our functions (capacity building, advisory services, knowledge management and coordination) and must support our objectives in the key result areas. Partnerships may be voluntary based on mutual interest or contractual, such as when NAPUKKJ hires-in or outsources services.

Strategic actions to strengthen our abilities in communication

SA 15: Develop, implement and evaluate a communication strategy that is supported by our knowledge management strategy and that addresses internal communication among members as well as communication with partners and intended beneficiaries. NAPUKKJ has members across the country, with different access to communications media. Communication of information by NAPUKKJ and consultation with and feedback from members are all essential to our democratic governance. For communication with external partners and beneficiaries, diverse means for communication, including use of mass media, will also be an important part of this strategy.

Strategic actions to strengthen our abilities in monitoring and evaluation

SA 16: Develop, implement and evaluate a monitoring and evaluation (M&E) strategy that meets our donors’ needs as well as the needs of NAPUKKJ’s Executive Body, Board and members. NAPUKKJ needs to monitor and evaluate the effectiveness of all its activities with partners and beneficiaries. An M&E strategy must be developed for the IFAD project, but we must also ensure that the information needs of members, Board and executive team are met. The strategy should also outline how related capacity building needs will be assessed and met.

SA 17: Monitor implementation of strategic actions and our progress in achieving our goal. Monitoring the implementation and impacts of the strategic actions in this plan will enable us to assess our progress towards strengthening the organization. This is elaborated in the final section of this Strategic Plan.

Strategic actions to strengthen our abilities in administration

SA 18: Develop and implement all required policies, procedures and systems for effective administration of NAPUKKJ and its activities. Upscaling our activities will require new and robust policies, procedures and systems to ensure effective administration in support of our activities and accountability to members and donors. We must ensure that all the policies, procedures and systems are established, adopted by the Board, implemented and (where required) reviewed to comply with the laws of the Kyrgyz Republic, the requirements of our donors and the needs of the organization and its members.

Strategic actions to strengthen our abilities in human resources management

SA 19: Continually review staffing requirements, and the appropriateness of human resources policies in the light of available funding to ensure that good quality specialists are recruited and retained by the Executive Body. In particular, as NAPUKKJ prepares to implement the IFAD-funded project, staffing requirements, job descriptions and remuneration policies must be reviewed in the light of this Strategic Plan. These issues are further elaborated in the Business Plan.

Strategic actions to strengthen our abilities in fund raising

SA 20: Continually assess and improve our capacities to secure funding from donors and other sources. NAPUKKJ should assess the experience and related skills of staff and board members to generate funds from international development donors, and also assess the state of development of our partnership networks in relation to generating donor funding. We should also assess our abilities to secure funding from other potential sources, such as the private sector.

SA 21: Support development of revenue streams and fund raising for RAPUUs. Supporting RAPUUs to develop business enterprises is addressed in SA 5. RAPUUs’ self-generated revenues can be supplemented by funds raised from other sources (e.g. donors). NAPUKKJ should work with RAPUUs and other partners to secure funds to support the activities of RAPUUs and activities implemented by JCs and PUUs with coordination support from RAPUUs.

SA 22: Regularly review and assess our fund raising performance. In line with the funding strategy outlined in the Business Plan, NAPUKKJ will explore the potential of various sources of income, including membership fees, advisory services and fund raising from donors. We must continually review what actions we have taken and the success of those actions, and revise our fund raising activities accordingly.

8. MONITORING OUR PROGRESS

The Executive Body is responsible for monitoring and evaluating our activities and reporting to our donors. Because NAPUKKJs objectives are aligned with the objectives of the main funded activities in the strategic plan period, results of monitoring and evaluation by the Executive Body will tell the Board and members how we have been progressing towards our objectives.

For the Director-General of the Executive Body and for our Board, monitoring improvements in the key result areas will enable them to have a clear picture of our progress in strengthening the organization. Figure 3 suggests some key questions to guide monitoring of our progress in the key result areas. For evaluating our strategic actions, members and beneficiaries should be involved in the evaluation of success and identification of areas where improvements are needed. The Director-General could report on these key result areas and questions at regular intervals to enable the Board to assess progress and for reporting to the General Meeting of members. In Figure 3, for monitoring of most strategic actions, guiding questions have been suggested for the first three years of the plan period. Monitoring should continue throughout the plan period, and revised guiding questions can be based on an assessment of NAPUKKJ’s organizational status to be updated around the mid-term of the plan period.

Guiding questions to monitor and assess progress in key result areas

 

2016

2017

2018

2019

2020

Are we strengthening our abilities in capacity building?

 

 

 

 

 

SA 1

Have we surveyed PUU and JC capacity needs?

Have we established a regular system for identifying PUU and JC capacity needs?

Is the system reflecting PUU and JC capacity needs in a timely way and are we responding to newly identified needs?

 

 

SA 2, SA 3

Have we benchmarked our capacity building methodologies, skills and materials against best practice in the Kyrgyz Republic?

Have we responded by incorporating the best methodologies and materials in our capacity building work, and by upgrading the skills of our staff and implementation partners?

Are the improvements in methods, skills and materials having a beneficial impact on the effectiveness of our capacity building activities?

 

 

SA 4

Have we identified capacity building services that JCs and RAPUUs may be willing to pay for?

Have we piloted paid service delivery for capacity building services and assessed the feasibility?

Have we identified finance modalities and funding sources to enable continued provision of capacity building services?

 

 

Are we strengthening our abilities in advisory services?

 

 

 

 

 

SA 5

Have we identified advisory services that JCs and RAPUUs may be willing to pay for?

Have we piloted paid service delivery for advisory services and assessed the feasibility?

Have we identified finance modalities and funding sources to enable continued provision of advisory services?

 

 

SA 6

Have we surveyed PUU and JC needs for advisory services and assessed the ability of NAPUKKJ, RAPUU and partners to provide those services?

Have we established regular systems for linking PUUs, JCs and RAPUUs with advisory service providers?

Are these systems enabling PUUs, JCs and RAPUUs to access services in a timely way?

 

 

 

 

 

 

 

 

SA 7

Have we identified key partners for delivery of advisory services required by JCs and RAPUUs?

 

 

 

 

SA 7

Have we benchmarked our skills and methodologies for providing advisory services against best practice in the Kyrgyz Republic?

Have we responded by upgrading our skills and incorporating the best methodologies in the advisory services of our staff and implementation partners?

Are the improvements in methods and skills having a beneficial impact on the reach and effectiveness of our advisory service activities?

 

 

Are we strengthening our abilities in knowledge management (KM)?

 

 

 

 

 

SA 8

Have we made an assessment of KM issues, needs and opportunities in NAPUKKJ?

Have we developed a strategy for KM?

Have we put the KM strategy into effect and evaluated how it is working?

 

 

SA 9

Have we consulted with partners and members to design a database on PUUs and JCs and agree a sustainable funding strategy for regular updating and maintenance?

Have we compiled a database on PUUs and JCs?

Have we evaluated whether the database has been used effectively by NAPUKKJ and partners and suggested modifications or improvements?

Have we assessed and agreed with partners a strategy for sustainable financing of the database?

 

 

SA 9

 

Have we assessed the financial implications of all our knowledge management processes and activities?

Have we identified finance modalities and funding sources to enable continued implementation of our core KM processes?

 

 

Are we strengthening our abilities in coordination?

 

 

 

 

 

SA 10

Is the donor coordination council functioning effectively?

Is the donor coordination council functioning effectively?

Is the donor coordination council functioning effectively?

Is the donor coordination council functioning effectively?

Is the donor coordination council functioning effectively?

SA 11

Have we discussed with IFAD implementation partners efficient lines of communication and practical ways to coordinate?

Are lines of communication and coordination working efficiently and effectively?

Are lines of communication and coordination working efficiently and effectively?

Are lines of communication and coordination working efficiently and effectively?

 

SA 12

Have functional roles been clarified with key national partners?

Are we working in a complementary way with key national partners?

Are we working in a complementary way with key national partners?

 

 

SA 12

Are staff and members clear on functional and operational distinctions between NAPUKKJ and RAPUUs?

Are staff and members clear on functional and operational distinctions between NAPUKKJ and RAPUUs?

Are staff and members clear on functional and operational distinctions between NAPUKKJ and RAPUUs?

 

 

SA 13

Have we reviewed legislation and identified needs for legislative change? Have we developed a system for consultation of our members on recommendations for legislative change?

Are members able to effectively make their voice heard in the formulation of recommendations for legislative change?

Are members able to effectively make their voice heard in the formulation of recommendations for legislative change?

Are members able to effectively make their voice heard in the formulation of recommendations for legislative change?

Are members able to effectively make their voice heard in the formulation of recommendations for legislative change?

SA 13

Have we identified partners and partnership modalities for advocacy on legislative change? Have we identified appropriate advocacy strategies?

Have we reviewed our partnerships and strategies for advocacy on legislative change?

Have we reviewed our partnerships and strategies for advocacy on legislative change?

Have we reviewed our partnerships and strategies for advocacy on legislative change?

Have we reviewed our partnerships and strategies for advocacy on legislative change?

SA 14

Have we identified and developed partnerships for delivery of activities under our 3 objectives?

Have we reviewed our partnerships for delivery of activities under our 3 objectives?

Have we reviewed our partnerships for delivery of activities under our 3 objectives?

Have we reviewed our partnerships for delivery of activities under our 3 objectives?

Have we reviewed our partnerships for delivery of activities under our 3 objectives?

Are we strengthening our abilities in communication?

 

 

 

 

 

SA 15

Have we developed a communication strategy?

Have we implemented, reviewed and assessed our communication strategy?

Have we implemented, reviewed and assessed our communication strategy?

Have we implemented, reviewed and assessed our communication strategy?

Have we implemented, reviewed and assessed our communication strategy?

Are we strengthening our abilities in monitoring and evaluation (M&E)?

 

 

 

 

 

SA 16

Have we developed an M&E strategy that meets donors and NAPUKKJ’s needs?

Is the M&E strategy meeting donors’, Board’s and members’ needs?

Is the M&E strategy meeting donors’, Board’s and members’ needs?

Is the M&E strategy meeting donors’, Board’s and members’ needs?

Is the M&E strategy meeting donors’, Board’s and members’ needs?

SA 17

Have we agreed the specific ways in which we will monitor implementation of this strategic plan?

Have we monitored and evaluated implementation of the strategic plan? Do our monitoring or reporting methods need adjusting?

Have we monitored and evaluated implementation of the strategic plan? Do our monitoring or reporting methods need adjusting?

Have we monitored and evaluated implementation of the strategic plan? Do our monitoring or reporting methods need adjusting?

Have we monitored and evaluated implementation of the strategic plan? Do our monitoring or reporting methods need adjusting?

Are we strengthening our abilities in administration?

 

 

 

 

 

SA 18

Have we identified, developed, adopted and implemented all policies, procedures and systems required for effective administration?

Do any of our policies, procedures or systems need to be revised?

Do any of our policies, procedures or systems need to be revised?

Do any of our policies, procedures or systems need to be revised?

Do any of our policies, procedures or systems need to be revised?

Are we strengthening our abilities in human resources management?

 

 

 

 

 

SA 19

Have we identified and met our staffing requirements? Are our human resources policies appropriate so that we are attracting and retaining good quality staff?

Have we reassessed our staffing requirements? Are our human resources policies appropriate so that we are attracting and retaining good quality staff?

Have we reassessed our staffing requirements? Are our human resources policies appropriate so that we are attracting and retaining good quality staff?

Have we reassessed our staffing requirements? Are our human resources policies appropriate so that we are attracting and retaining good quality staff?

Have we reassessed our staffing requirements? Are our human resources policies appropriate so that we are attracting and retaining good quality staff?

Are we strengthening our abilities in fund raising?

 

 

 

 

 

SA 20, SA 22

Have we assessed our experience, skills and networks for fund raising?

Have we demonstrated ability to raise funds to supplement the IFAD grant? Have we reassessed our experience, skills and networks for fund raising?

Have we demonstrated ability to raise funds to supplement the IFAD grant? Have we reassessed our experience, skills and networks for fund raising?

Have we demonstrated ability to raise funds to supplement the IFAD grant? Have we reassessed our experience, skills and networks for fund raising?

Have we demonstrated ability to raise funds to supplement the IFAD grant? Have we reassessed our experience, skills and networks for fund raising?

SA 21

Have we initiated activities to support RAPUUs to increase self-generated funds?

How are RAPUUs performing in generating their own funds? What further support do they need?

How are RAPUUs performing in generating their own funds? What further support do they need?

How are RAPUUs performing in generating their own funds? What further support do they need?

How are RAPUUs performing in generating their own funds? What further support do they need?