Sheburakov Ilya

The materials presented in this article are based on the experience of the development of methods of the rationing of the regular number of state civil servants. The determination of the optimal staff levels involves not only quantitative calculation, but also a qualitative assessment of the needs of public authorities in staff. It is noted that the quantity rationing is an independent tool for improving the efficiency of public bodies by adjusting the expenses for the administrative staff maintenance, as well as through the provision of personnel component of achieving goals and objectives. Effectiveness of such rationing is determined by various factors. As a main factor of real optimization of the number of employees, it is proposed to consider the optimization of existing business processes that directly affects the overall complexity of the performed works in the civil state agency. In its turn, optimization of processes and procedures is associated with clarity of tasks for improving the efficiency of the public authority, with the interest of employees in such optimization, incentive systems, etc.

The material presented in this paper is an attempt (based on the development experience and implementation of key performance indicators (KPI) in the system of public administration at the regional level over the past few years) to identify problems and outline further steps for a more successful use of such tools. On the basis of the analysis performed in this article of the problems encountered in the development and implementation of these indicators in the regional public service, proposals are offered for the greater use of practice-oriented training of civil servants, as well as providing expert support for the introduction of indicators based on common approaches and the facilitation of disseminating best practices. Emphasis is given on the need for the implementation of indicators from «top-down» and changing the system of material incentives, the principles of forming wage funds in state agencies, the carrying out of effective re-engineering of existing business processes together with the objectification of indicators and performance criteria, including those based on the use of public monitoring.