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Achieving Strategic Objectives

25 May 2018
Как реализовать стратегические задачи?


Project-based approach is a mechanism for increasing the effectiveness of national projects

«When we talk about national projects, we mean a continuation of those project-based approaches that we began implementing a couple of years ago in the Government. Here the goals are clearly defined; they are not spread out over some 30 to 50 tasks, as was the case with state programmes. There is a clear number of resources as well as control over [the projects’] implementation. [...] We believe that it should be a success this time round.» — Anton Siluanov, First Deputy Prime Minister of the Russian Federation — Finance Minister of the Russian Federation.

«This kind of comprehensive coverage of national projects is a new approach to project management. A national project is, on the one hand, a structural project, while on the other, it covers a whole range of financial resources presently scattered around and allocated to different areas of budget expenditures. Of course, the reforms necessary in a number of different areas will be put in place, regional capabilities and resources will be engaged, and institutional solutions will be utilized.» — Anton Siluanov.

Project-based approach requires flexible management and control

«Project financing and the project-based approach in general is not only a managerial approach; it is also related to how project financing is spent. It often results in a more flexible financial management. [...] The big question that arises is who will stand in the centre, who will lead the introduction of new methods. We are all very much afraid that only the project management will remain.» — Maria Shklyaruk, Vice-President, Centre for Strategic Research.

«We started to implement the Safe Roads priority project in the Ministry of Transport. Over the past year of its implementation it has been remarkably successful. It was in the top three in terms of recognition and efficiency, as assessed by the people. [...] I assure you that if a project initiated at the federal level and designed for the regions is not urged on from above, nothing will get done. It is a set of initiatives and solutions that are replicated by the region.» — Evgeniy Ditrikh, Minister of Transport of the Russian Federation.

Digitalization is a way to improve the effectiveness of public administration

«We need to combine a number of functions so that there are fewer of them and fewer such dialogues. In this way, I am sure we will reduce the number of government functions and points that need to be involved. As a result, according to our estimates, 30% of officials could be laid off thanks to digitalization based on information system development.» — Alexey Kudrin, Chairman, Accounts Chamber of the Russian Federation.

«If we can provide standard services, simple services, with legally relevant data on the basis of which decisions are made, we will be able to cease the huge expenditure of resources on people moving paper around and, among other things, making decisions.» — Savva Shipov, Deputy Minister of Economic Development of the Russian Federation.

«The management system must become much simpler, it must become flexible, it must become efficient, and it must be digitalized. The word ‘digital’ is of utmost importance; everything within the government must be digitalized. [...] If the data is in different systems, in different departments, then the synergy effect will not be reached. The system must be unified and there must be a single data stream so that there is unified access for quick decision-making based on the existing data stream. Someone must be the architect of this platform. And the financing system must go through the same hands. It was repeated many times today that we need radical reforms, and we need to move forward very quickly.» — Herman Gref, Chief Executive Officer, Chairman of the Executive Board, Sberbank.

«It is important that all the teams and all the people who work on the project share a single management environment that would allow them to quickly exchange information on the best practices so that if something works for someone else, everyone would be able to know about it.» — Evgeniy Ditrikh.


Low indicators of management effectiveness in the Russian Federation

«Unfortunately, if we look at our place in the current rating of efficiency, we can see that we’re way down in 104th place. And the challenges of the digital economy are added on top of this. [...] Not yet having mastered the whole set of traditional methods of effective management, we have to respond to the challenges of the new world, the challenges of the digital era. The answer to these challenges and the solution to the tasks that you have just mentioned can only be a flexible management system.» — Herman Gref.

Poor interaction between different ministries and federal officials with regions

«Our entire government system is focused more on the process than the final product. Officials are not result-oriented. There is such an incredible number of inspection authorities and the threat of having to pay in the most severe way for any mistakes frighten people and the system falls into a stupor. We have built deep wells in the civil service, and coordination between departments is extremely difficult; it can take years. Very little cooperation has been established with the regions. Without destroying the wells, both vertical and horizontal, it will be impossible to talk about the effectiveness of decision-making and implementation.» — Herman Gref.


Putting foreign experience to work to create digital control systems

«We are working with the government of St. Petersburg; right now we are just beginning. We hope to help create a more efficient transport management system. [...] We have a group in the office of the Prime Minister, a strategic group. It does not deal with tactical issues or short-term problems; it looks at what will happen in 20 years. They are engaged in developing a strategy to deal with problems that may arise in 20 years.» — Koh Poh Koon, Senior Minister of State, Ministry of Trade and Industry of the Republic of Singapore.

Creating a unified body for managing the digital economy

«At the level of strategic goal and priority planning, there may be a certain subdivision at the level of the Government Executive Office. But to analyze the quality of government functions and the architecture of digitalization simultaneously while clarifying functions would be important to do in one ministry. After a while, steps would be needed to consolidate these functions.» — Alexey Kudrin.

«Digitalization should not be dealt with by one ministry, the whole government should be involved. Every single one of our ministries, every single agency is occupied with the transition to a digital system.» — Koh Poh Koon.

More detailed information is available on the website of the Roscongress Foundation information and analytical system.