Sevastopol City Department of Economics
Development of a strategy for the socio-economic development of Sevastopol until 2030
Client situation
- New requirements for the structure and content of strategic planning documents in accordance with Federal Law No. 172-FZ dated June 28, 2014, «On Strategic Planning in the Russian Federation» led to the need to update strategic planning in the region
Approach
- Analysis of the current situation and identification of problems in the city’s development, including based on discussions with stakeholders and comparisons with reference regions
- Development of an economic and mathematical model for the region’s development
- Development of proposals for the mission, strategic goals, directions for development, and mechanisms for implementing the strategy
1
A consolidated budget
A consolidated budget for state programs in Sevastopol and the Federal Target Program «Socio-Economic Development of the Republic of Crimea and Sevastopol until 2020» was prepared
2
Economic
An economic and mathematical model was prepared to calculate the expected results of the strategy’s implementation
3
Strategy
The draft Strategy for the Socio-Economic Development of Sevastopol until 2030 and the action plan for its implementation have been agreed upon with internal executors and external stakeholders
Government of the Chukotka Autonomous Okrug
Development of a strategy for the socio-economic development of the Chukotka Autonomous Okrug
Client situation
- The need to update the Chukotka Autonomous Okrug Development Strategy until 2020, effective since 2006, which has achieved significant success in economic development, and the demand for industrial diversification and the resolution of infrastructure constraints for further economic growth in the region, necessitated the development of the Strategy for the Socio-Economic Development of the Chukotka Autonomous Okrug until 2030
Approach
- Detailed analysis of the current model, prospects, and limitations of socio-economic development
- Formulation of a new model for regional economic growth
- Development of a financial and economic model for regional economic development
- Formulation of proposals for state support measures for industrial development
1
New model
A new model for regional economic growth was developed, based on industrial diversification — the development of non-ferrous metallurgy and the coal industry — and the removal of restrictions related to high electricity costs and excessive transportation expenses
2
Application
An application was submitted to the Ministry of the Russian Federation for the Development of the Far East and Arctic to include the energy infrastructure facilities of the Chukotka Autonomous Okrug in the federal target program
3
Strategy
The Strategy for the Socio-Economic Development of the Chukotka Autonomous Okrug until 2030 was developed and approved
Multilateral Development Bank
Formulation of a development strategy for the bank
Client situation
- In connection with the end of the previous strategic period, as well as changes in the external environment, the Chairman of the Board decided that it was necessary to design a new development strategy for the organization for the next five-year period
Approach
- Independent diagnosis of the bank’s current state and performance results
- Analysis of the competitive environment in terms of priorities, instruments, and performance results of other multilateral and national development banks
- Development of 5 strategic alternatives for development and approval of the overall concept at a strategic session with the participation of top management
- Formulation of a draft strategy, including updated operational, product, and organizational models, methodologies, and country strategy projects
1
Draft
A draft strategy for the next five-year period was developed with a detailed action plan
2
Financial model
A financial model was prepared to forecast and track key financial indicators
3
Strategies
Four country strategies were developed to localize the bank’s overall strategy for each participating country
Large banking regulator
Development of an operational efficiency improvement program (in collaboration with an international consulting firm)
Client situation
- A change in client management, low work efficiency, high staffing levels, and market dissatisfaction led to the need to develop a program to improve operational efficiency
Approach
- Development and implementation of a process management methodology based on the advanced experience of other regulators and best practices in the field of process management
- Description and reengineering of processes, as well as implementation of a business process KPI system
- Elimination of function overlapping between structural divisions and optimization of staffing levels
1
Business processes
50 target business processes were modeled and implementation roadmaps were developed
2
Reducing
the potential for reducing staff numbers and operating costs for each business process (by 30-90%) was assessed
3
Organization
the organization transitioned to process management