«Yangi O‘zbekiston: Moliyaviy hisobotning xalqaro
standartlarini joriy etishda muvaffaqiyatli
xalqaro tajriba» 16 dekabr, 2022 yil.
126
Abstract.
This scientific article examines the USA, Great Britain, Australian and German
models of improving management efficiency in local government bodies and evaluating
their performance. As a result of the research, a new system for improving the management
efficiency of local state authorities in Uzbekistan and evaluating their activities was
proposed.
Keywords:
local government, effectiveness, management system, the performance of
local governments, motivating local governments, “work on the indicator”.
Introduction:
The system for evaluating the effectiveness of the activities of
local governments in Uzbekistan is constantly being reformed, which indicates a
number of unresolved problems in this area. Hence, the experience of evaluating
the activities of local governments in foreign states is of particular interest to
consider.
It should be noted that, in general, in Uzbekistan, the development of the institute
for assessing the effectiveness of activities at the level of municipal government has
gained its relevance only in the last decade, while in foreign countries references
to assessing the effectiveness of the activities of government bodies began to
emerge as early as the 20th century. One of the initial assessment models was the
American three-level model of economic indicators based on: the assessment of
costs (inputs), intermediate (outputs), and final results (outcomes).
D. Williams, an American researcher, provides a number of convincing pieces
of evidence and argues that this method of evaluating the effectiveness of
activities is the prototype of the modern model for evaluating the activities of
local governments [1]. At the same time, the researcher notes the importance of
this method in that, within the framework of such a model, not only criteria for
evaluating effectiveness were developed, but also a causal relationship between
the action and the result was tracked.
Literature review
At the beginning of the 21st century, the changing socio-economic conditions
and the crisis in the financial sector forced the world community to improve the
mechanisms of responding to the challenges of the time and to look for new
methods of evaluating the activities of state authorities and management bodies.
Currently, experts (P. Dunleavy, H. Margets) are talking about the “decline” of the
KHODJAMOV NARZULLO AMIR O‘G‘LI
Teacher of Ajou University in Tashkent
MODELS OF MANAGEMENT
EFFICIENCY IMPROVEMENT IN
LOCAL GOVERNMENT BODIES
https://doi.org/10.47689/STARS.univer-
s i t y - 5 - p p 1 2 4 - 1 2 9
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“new public administration”, the arrival of the digital era of management based on
the strong centralized authority, and the use of modern electronic technologies
[2].
According to A.S. Ermakova, centralization in the field of management is
characteristic of the following countries: Japan, France, Italy, Spain, and the
Netherlands, where the centralized system helps to create national educational
standards, preserve the cultural community of the population, and strengthen
authoritarian tendencies. In contrast to such a system, states in the USA, lands
in the FRG, counties in England, and cantons in Switzerland, which still have
significant autonomy in the field of education, have a unique decentralized system
that opens up great opportunities.
Under the influence of socio-economic factors, these two systems tend to
converge. The central government recognizes the autonomy of local authorities,
but at the same time strengthens a certain control over them. In the West,
constitutional and legal guarantees of regional power and local self-government
are given great importance [3].
Belyakov S.A. and in his opinion, stability in solving such an important issue as
determining the boundaries of jurisdiction between the federation and its subjects
can be ensured only when it is solved in the constitution itself. However, in some
countries, the constitution allows, on certain issues, define the boundaries of
jurisdiction between the federation and the subjects in the applicable legislation[4].
According to the research of V.V. Eremyan [5], the management activities of
local authorities differ in complexity. Because it includes legal, political, economic,
and social aspects.
In particular, according to A.M. Skokov, local state authorities operate as public
organizations in foreign countries. For this reason, when forming the functions of
local state authorities, they should be considered as bodies close to the people,
not state administration [6]. And A. Gretchenko mentions that it is necessary to
ensure people’s participation in making decisions of local state authorities because
the activity of local state authorities directly depends on the taxes paid by the
people [7].
Local economists include Sh.R. Kholmo‘minov, G. M. Shamarova, A. Kholov
studied the issues of implementing effective decision-making systems in local state
authorities. In particular, according to A. Kholov, when determining the principles
of order to improve the mechanisms of monitoring and control over the activities
of state authorities and administrative bodies, their compliance with the law, and
the proper fulfillment of their obligations, it is necessary to provide full and truthful
information to citizens about the activities of executive authorities. . For this
purpose, in addition to the texts of the decisions adopted by the state agencies,
their essence and the intended purpose of the decision should be covered in the
mass media [8].
Research Methodology
In the study, models of management efficiency in local government bodies
were analyzed, and research methods such as scientific abstraction, analysis and
synthesis, scientific conclusion, and comparative analysis were used in the analysis
process.
«Yangi O‘zbekiston: Moliyaviy hisobotning xalqaro
standartlarini joriy etishda muvaffaqiyatli
xalqaro tajriba» 16 dekabr, 2022 yil.
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Analysis and results
Let us consider in more detail the methods for evaluating the activities of self-
government bodies in the United States, which are currently used. Thus, the main
criterion for evaluation in Coral Springs (Florida) is the quality of service. At the
same time, the index as a whole is being developed as an indicator as a whole.
A similar system of evaluation is inherent in the local government performance
evaluation system in Austin, Texas. The city management performance management
system is a cascade system of indicators. The performance indicators of branches
are correlated with the performance indicators of employees of departments and
municipalities.
The evaluation of local government performance in Sunnyvale (Figure 1),
California is slightly different from the above system. The city defines individual
objectives for each sector, as well as criteria for the level of public service and
wealth. In addition, the parameters of the task are defined for each sector, and
if the quality and productivity indicators exceed the planned indicators, then the
manager receives a 10% bonus, which further serves as a mechanism for stimulating
municipal employees [9]. Consider the evaluation of the performance of the British
system. Evaluation of the activities of local authorities has several aspects. At the
same time, it is important to note that the evaluation of the performance of local
governments in the UK is not carried out to compare the performance of cities but
to improve the level of services provided to the population, their efficiency, and
effectiveness.
Figure 1. Major Components of Sunnyvale’s Planning and Management System [11]
The experience of Australia is also of particular interest for this work. Here, the
evaluation of the performance of local governments is considered on the basis of
4 basic models for local authorities: “representative”, “participatory”, “user” and
“network. At the same time, the direct assessment of the effectiveness of activities
here takes place constantly, by comparing the results achieved with the planned
ones, established according to certain criteria for measuring the quality of the
services provided [10].
We will separately consider the experience of evaluating the effectiveness of
the activities of local governments in European countries using the example of
Germany. The German performance appraisal system is characterized by the use
of benchmarking mechanisms based on identifying the best municipal authorities
and evaluating their performance in order to further use best practices.
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It is important to note that among the variety of methods for assessing the
effectiveness of local self-government, today the most popular in Europe, especially
in Germany, is the methodology of the Common Assessment Framework (CAF)
[9].
The Common European Assessment System is a methodology for internal audit
of the activities of public administrations at all levels of government, developed
and tested at the European level with the involvement of experts from EU member
states. This technique appeared at the beginning of the 2000s and today is an
integral part of the practice of state and municipal government in Europe.
Thus, having considered the systems for assessing the effectiveness of the
activities of local governments in various foreign countries, we can conclude that
there are two ways to form an assessment system: active and passive. The first case
is characterized by the fact that the initiative to implement a system for evaluating
the performance of local governments comes from a specific municipality or the
municipal level as a whole (USA, Germany), while in the second case, this area is
regulated at the state level (Great Britain, Australia).
This shows that the most effective system is the original evaluation system,
formed in an active way. Unfortunately, our country is characterized by a passive
way of forming a single list of all assessment indicators, as discussed in the previous
paragraphs.
Analyzing domestic and foreign experience in the field of assessing the
effectiveness of state and municipal administration and the activities of public
administration at various levels, it should be noted that there are certain problems
and shortcomings in the system for assessing the activities of government bodies
today. Each of the systems we analyzed has its own advantages and weaknesses,
however, this does not prevent us from importing foreign institutions in this area
from positive foreign practice.
Let us directly consider those problems that, in our opinion, make the existing
system of performance evaluation less effective.
The basic problem of this system is its existence outside of any more general
system, such as a performance management system. Being essentially an isolated
system, the assessment of the performance of local governments is aimed rather
at collecting information about the main results of the activities of individual
municipalities, despite the fact that, ideally, the performance assessment system
should be a link in the overall chain of the performance management process [8].
One of the main problems can also be called the fact that the authorities, based
on the existing performance evaluation system, often set themselves the main
goal of formally achieving indicators, and not improving the efficiency of the work
itself as a whole. That is, the so-called “work on the indicator” begins.
The next problem we designate is the unification of the official methodology for
conducting the assessment. The methodology is based on a basic set of indicators,
which does not allow for assessing the activities of local governments in relation
to the characteristics of the territory, without taking into account the specifics of
the territory. Nevertheless, this methodology format can be called universal, which
simplifies the process of comparing the performance of various municipalities [6].
The problem also lies in the fact that most of the performance indicators do
not directly depend on the activities of local governments and it is quite difficult
«Yangi O‘zbekiston: Moliyaviy hisobotning xalqaro
standartlarini joriy etishda muvaffaqiyatli
xalqaro tajriba» 16 dekabr, 2022 yil.
130
for local authorities to influence them since this is not part of their jurisdiction.
Unfortunately, these are not all the problems that exist today in the system for
evaluating the activities of local governments. So the very process of assessing
the effectiveness of local governments, ideally, should not lead to additional costs.
However, in practice, small municipalities face such problems because they do not
have all the necessary resources. The process of monitoring is quite laborious, it
requires a large amount of data, time, and highly qualified specialists. Otherwise,
this monitoring will become nothing more than formal reporting work, which does
not imply a further positive effect.
Conclusion and recommendations
As noted above, one of the main problems of the existing assessment system in
our country is its uniformity. Hence, in our opinion, there is a need to reform the
existing list of indicators, taking into account the characteristics and specifics of
various territories.
It seems to us that the new list of indicators for evaluating efficiency should
be multi-level. The first level included b indicators that could be classified as
basic, that is, the achievement of the values of which would be mandatory for all
municipalities, regardless of the characteristics of the territory. The list of basic
indicators would include an indicator related to the socio-economic development
of the territory and containing information on the existence of a strategy for the
territory and the level of its implementation. A lso, an indicator related to civic
engagement should be added to this list. In thi s case, the assessment of civic
activity would be based on both objective and subjective indicators.
The second level would include indicators relat e d to the specifics of the
territory. This could include, for example, indicators relating to the effectiveness
of municipal management, taking into account the qualifications of specialists, the
speed of processing applications, the introduction of their own standards, etc.
At the same time, the results of the first leve l of indicators would be taken
into account when compiling final reports at the regional level, and the indicators
of the second level would be an additional basis for encouraging distinguished
municipalities, which could become a fairly effective mechanism for motivating
local governments.
The list of problems and directions presented by us to improve the efficiency
of assessing the activities of local governments is not exhaustive. At the same
time, it should be noted that the very system for evaluating the activities of local
governments in Uzbekistan is constantly being reformed.
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