State Programs have Become a Living Tool for Managerial Decision-making

25 august 2017

The expert at the Analytical Center, Tatiana Gorovaya, held a webinar titled "Program-targeted budget planning. From the results-based budget to state programs." The webinar was held during the first stage of the remote training at Moscow City Government University. The training is carried out under the federal program "Training and Retraining of the Managerial Human Resources Pool (2010–2018)".

During the webinar, Tatiana Gorovaya said that the current list of state programs had been mainly shaped by the concept of the long-term social and economic development of the Russian Federation up to 2020, and then complemented with the priorities of the state policy which used to be included in individual state programs (e.g. the development of the Arctic region, the development of Crimea, and the implementation of the state national policy).

Gorovaya noted that unlike all other previous mechanisms state programs included virtually all activities of the Government of the Russian Federation and also integrated all possible state regulatory and financial measures to achieve state policy goals. This is the approach that allows the executive authorities to tackle their tasks in the relevant scope of activity in an integrated manner.

"Much has been done to make state programs a living tool for managerial decision-making," the expert said. "For example, state programs establish the general requirements for policies of the constituent subjects of the Russian Federation and the rules for allocation of subsidies from the federal budget to the budgets of the constituent entities. In terms of state programs, the Draft Federal Budget is considered taking into account the target results, and not merely on the basis of the financial collateral for their implementation."

According to Gorovaya, many of the provisions and requirements laid down in the state programs have formed the basis for priority and departmental projects (e.g. participation of regions, external organizations, earmarking of specific milestones for monitoring and immediate managerial decision-making, appointment of designated officers responsible for the implementation of activities and achievement of results).

However, such a tool as state programs certainly requires improvement, including reduction of bureaucracy of individual processes for approval and implementation of state programs, identification of financial security priorities, introduction of elements of modern management practices (elements of risk management, management of changes, etc.), as well as modern methods to assess the effectiveness of implementing state programs. These issues have yet to be addressed by the federal executive bodies.

Picture from open sources