Dobrolyubova Elena

The implementation of thestate programs as a key managerial tool in public administration suggests the need to link the resources used for attaining targets and the results achieved. So far, this practice has mostly concerned financial resources (mostly budget expenditures),however, human resources also play a key role in achieving the results. The article reviews the specific features of the activities included in the state programs and suggests the ways for determining staffing needs for them. The consideration of these peculiarities willdirect the personnel policy on achieving the objectives of public programs and distribute rationally the staff with respect to priority tasks. The article is prepared in the framework of the research on Developing and piloting methodic approaches for evaluating staffing needs, optimizing staff levels and stimulating federal civil servants in the framework of programmatic methods of public administration carried out as the part of RANEPA state assignment in 2015.

The article is based on the results of the research work “Development of the recommendations for rationing of the staffing levels of the federal state civil servants employed by federal services and federal agencies performing the state control (surveillance) func- tions and rendering public services”, conducted in 2014 as a part of the state assignment by the employees and experts of the Center for Public Administration Technologies, Institute for Applied Economic Studies of the Russian Presidential Academy of National Economy and Public Administration, among others - Dobrolyubova E.I., Yuzhakov V.N., Klochkova E.N., with the participation of the SouthRussian Institute of Management of the RANEPA and Vologda branch of RANEPA, including Rudoi V.V., Ovakimyan M.A., Sheburakov I.B. The staffing levels of the state civil service are analyzed in the article and the perspectives of using rationing methods for the state civil servants as a tool of increasing public management effectiveness are justified. According to the author the procedures of the staffing levels rationing of the state civil servants should be considered in a broader context of the strategic management of personnel based both on the existing personnel resources and on the forecasting personnel demand, with due regard to the change in subject, scope, and ways of execution of public functions and provision of public services.

This article was prepared as part of the research work carried out by the Russian Presidential Academy of National Economy and Public Administration on the theme of «Research and development potential of a system of indicators and management tools based on the results in the the activities of the authorities of the third generation.» The paper analyzes the main achievements in the implementation of the «road map» of the introduction of mechanisms and management tools based on the results for the period 2012-2014, as well as identifying the key problems that reduce the overall effect of the introduction of results-based management in the activities of public authorities. In the analysis, the use of the results of the expert survey on the level of implementation, as well as the relevance of basic tools and performance management mechanisms were considered. From an analysis of the key requirements, a formulation towards the realization of a performance management system of the new generation is ameliorated.