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KPIs For The Public Service Sector: A Fig Leaf Of A Real Change (Op-Ed)


Oleg Buklemishev

The surprise is not that multitude is perfectionist that the system of governance in today’s Russia be transformed, though that the authorities now seem to be deliberation it.

It has been announced that President Vladimir Putin would himself be streamer a special elect on government reform. From what we know, his commission, primarily the idea of Prime Minister Dmitry Medvedev, will be tasked with building new work approaches and key opening indicators (KPIs) for the Russian open sector.

This isn’t the first time the Russian supervision has been here, of course. Back in 2004, the authorities also attempted to eliminate inefficiencies in the work of state agencies, rise opening benchmarks, and redistribute powers between federal, state and local levels. This remodel was ostensible to be all about shortening the state’s participation in the economy.

This supposed supervision remodel had dual categorical effects utterly detached from those intended: a purge of certain supervision officials and an capricious shuffling of jurisdictions from one method to another. One sold preference stranded out — to reduce the number of under ministers to just dual per ministry. This inept many supervision services, and the order was fast reversed.

As of yet, no one has scrupulously analyzed because the reform failed. Why, rather than decentralization, were resources and powers consistently eliminated from municipal and regional authorities to the center? Why did compensate rises not outcome in a rebate in corruption? Why did the state keep expanding?

The concept of new and better open administration is zero new. Beginning in the 1970s, states the world over have experimented with ideas such as income bonuses for civil servants, opening compared funding, and KPIs. Very few elements of this market-based governance have proven successful. The exception competence be the e-government interface, adopted by several Western nations.

In other words, the concept of such remodel is indeterminate in itself. Consider for example the oft-touted opening indicators. One Russian open reserve module given the KPI diagnosis found itself tasked with both “reducing fires” and “increasing the number of people saved in those fires.”

How do we accurately consider the activities of ordinary supervision employees? By counting the number of certificates they issue, or by the series of words they write to fulfill their central duties? In the open sector, it is mostly really formidable to measure formula or settle suggestive benchmarks.

To define a particular department’s accurate area of responsibility is not easy, either. Law coercion is arguably as critical as the Economic Development Ministry when it comes to creating a favorable investment climate. But usually the latter will have to answer for the disastrous effects of indiscriminate raids opposite businesses.

In adopting open administration collection at least one thing looks clear. It is usually probable to improve a government in this conform when it already adheres to certain simple beliefs and operates with some efficiency. In other words, it is doubtful to have many focus in Russia.

Even the cleverest technical tricks, many worldly KPIs and newest business methods can't reinstate the true foundations on which genuine management rests: open accountability, domestic foe and responsibility, an impartial law and a giveaway press.

Projects formed on approaches and KPIs are doubtful to change many in Russia. For the time being they are a fig leaf, designed to hide the lack of will to do anything. The ruling chosen is not prepared to assume the risks compared with genuine change. Imitation is all that’s left.

Oleg Buklemishev is an economist.

Article source: http://www.themoscowtimes.com/article/567461.html

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