Analytical Center and World Bank experts discussed the monitoring of the quality of service provided by public authorities and mechanisms for improving public administration in the regions.
"One of the topics we deal with has to do with the quality of public administration in the regions," Deputy Head of the Analytical Center Mikhail Pryadilnikov noted. "We monitor the project management system through the Project Olympus contest, we do strategic management and HR management and we can see that there is a pressing need for a wide public discussion of a full-fledged system for assessing the quality of public administration specifically."
A retrospective analysis of the global experience was presented by the World Bank's chief expert on public sector issues Lorena Vinuela. According to her, federal states and countries with a decentralized system of governance face essentially the same problems the world over: a lot of variability in the individual development and potential from region to region, difference in budget revenue and willingness to implement change as well as in how fast they are willing to implement changes. The expert noted that almost 2 thousand public sector organizations in various EU countries have been using the CAF model since 2000; it is a comprehensive quality management tool developed for the public sector to help organizations boost the effectiveness of their operations through continuous self-assessment. At the same time, various countries also have some unique methods for assessing effectiveness, such as the Public Administration Performance Index in Vietnam or the public administration quality rating in Italy.
Russia does not have that many ratings at either the regional or federal levels that would allow the quality of public administration to be assessed, Mr Pryadilnikov stressed. At the same time there are lots of ratings that assess specific metrics of socio-economic development. Meanwhile, it is very important for the regions to be able to assess their public administration systems, the expert believes, because such assessment would enable them to identify the bottlenecks that need to be tackled first and compile lists of measures to help boost effectiveness and efficiency of their operations, as well as find the resources needed to improve the quality of life for the public and the quality and scope of public services.
According to him this work must be divided into 4 stages. Stage one involves efforts to figure out what needs to be done: a strategy is developed and goals are set. Stage two is where you decide who should be tasked with achieving the goals set in stage one. Here effective human resources management is of utmost importance; the best people must be found and managed properly by being appointed to key positions. Finally there comes the stage where you decide what exactly needs to be done: in this stage, the most efficient solutions are found for the existing problems. And last but not least is the assessment stage where you come up with goal assessment criteria and analyze feedback.