MASLOV DMITRY V.

The authors suggest the efficiency and quality of public administration (EQPA) model for public authorities, based on the concepts of quality management, client-centeredness standards, and organizational self-assessment methodology. To monitor and diagnose efficiency reserves while continuously improving the actions of public authorities for the benefit of citizens, businesses, and employees,the article outlines a framework incorporating EQPAcriteria,methods,and self-assessment tools. These instruments are designed to evaluate and enhance the efficiency of public authorities’ activities. The stages and steps of self-assessment according to the EQPA model are described in detail both for the basic format - EQPA-monitoring (rapid assessment), and for in-depth - EQPA-diagnostics. The proposed EQPA model has a direct link to the current agenda of modernization of public administration in Russia and is based on the regulatory and legal framework for the introduction of principles and standards of client-centeredness. When developing the EQPA model,the experience of adaptation and testing of excellence models in Russia was taken into account, as well as the conclusions and recommendations of experts obtained within the framework of research projects of RANEPA.

The existing approaches to quality assessment, based on ranking and rating, perform a control function but do not give government bodies at various levels, local governments, and public sector organizations the necessary tools to improve their performance. The article is devoted to one of the modern models of quality management in the field of public administration - the European model for improving the activities of public sector organizations through the self-assessment - the Common Assessment Framework (CAF model) and the possibilities of its implementation in Russia.

The modernization of the Russian system of the public administration during the previous stages of the administrative reform was carried out in the framework of a functional approach. The rules of execution of the state functions and the provision of the public services were developed from this perspective. A significant part of the activities of the state bodies, in fact, is of a process nature. However, it is not structured to the level of algorithms, it is poorly described and in practice it can't be implemented in such a format: the regulations do not contain the necessary information and often represent the content of the activity (which they should regulate) in a distorted form. The quality of the activities in such case is difficult to assess and virtually impossible to manage. As part of the reforms of the Russian public administration system, the process has never been considered as an object of management, nor have the attempts been made to optimize it.