INDICATOR-BASED EVALUATION FOR STRATEGIC DECISION-MAKING AND COMPLIANCE IN THE PUBLIC SECTOR OF THE RUSSIAN FEDERATION
DOI:
https://doi.org/10.18623/rvd.v23.6049Palavras-chave:
Public Sector, Controlling System, Performance Evaluation, Efficiency, Socio-Economic Effect, Quantitative and Qualitative IndicatorsResumo
The purpose od the article was to develop a comprehensive system of indicators for evaluating the effectiveness of the controlling system in public sector organizations, emphasizing the role of controlling as a management tool in improving governance quality and socio-economic outcomes. The study adopts a mixed-method approach, combining formalized (quantitative) and non-formalized (qualitative) evaluation techniques. It proposes a maturity matrix model with indicators grouped by typical and special functional areas across public authorities, state-owned enterprises, and non-profit institutions. The growing complexity of public administration, digital transformation, and increasing demands for efficiency and transparency require new approaches to assess the performance of controlling systems. This research introduces an adaptable indicator system tailored to the unique missions and structures of public sector organizations. The study presents a structured framework of indicators that assess management maturity through resource use, internal processes, and mission achievement. It defines five levels of maturity for controlling systems and links them to actionable managerial strategies. The proposed approach enhances the diagnostic and strategic capacity of public sector management. The paper contributes to public administration theory by integrating resource-process models with mission-oriented evaluation in a unified matrix. It advances the discourse on controlling systems by offering a scalable tool for assessing efficiency across diverse public sector contexts, informed by international best practices and strategic management models.
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