The presidential May Decree has a special feature: it sets both targets and specific strategic objectives for 2024, which means it doesn’t just declare what we want to do and what we want to achieve, but also how — Leonid Osipov, Deputy Director, Presidential Experts’ Directorate.
Over the years, the Government have done a lot in terms of project management and have accumulated significant experience, which is very important and it should be used — Leonid Osipov, Deputy Director, Presidential Experts’ Directorate.
In 2018, the number of municipalities participating in the Urban Environment project reached 7 thousand. Over the past year, we managed improve 20 thousand facilities under our projects. Most importantly, we have created regional and municipal legislation. We did a unique vote: people themselves chose what they would have to do. It was absolutely unique: 18 million people participated in the vote — Andrey Chibis, Deputy Minister of Construction, Housing, and Utilities of the Russian Federation.
We have created a functioning concept, which many colleagues find quite difficult for the current level. Currently, 37 projects have been launched and are being implemented. Survey participants don’t believe all of those projects are a real breakthrough. Their plans contain specific goals, indicators, milestones, but the quality of some of them is poor — Andrey Badin, Deputy Director, Project Management Department, Government of the Russian Federation.
There are several shortcomings in the decree itself, which will now have a great impact on its execution. Although our general goal is transition to an economy of a new quality, the decree does not fully set the principles for the new economy — Maria Shklyaruk, Vice-President, Centre for Strategic Research.
The basic concept of the national projects works because those projects are being implemented in accordance with it. <...> I agree that we need to simplify the concept, but at the same time I want to draw your attention to the fact that it needs clarification — Vladimir Yuzhakov, Director of the Center for Public Administration Technologies, Russian Presidential Academy of National Economy and Public Administration (RANEPA).
Project reporting is done through an online system, but in addition, I sign a lot of paper-based reports to the Accounts Chamber and a whole number of other addressees. <...> Colleagues, who are in charge of supervising a huge number of municipalities, monitor them online and wonder why we do the same thing using different words — Andrey Chibis, Deputy Minister of Construction, Housing, and Utilities of the Russian Federation.
We need to leave 12 national projects, which are bigger than the priority ones. At the same time, procedures should be simplified and complex things that function poorly need to get de-bureaucratized — Andrey Badin, Deputy Director, Project Management Department, Government of the Russian Federation.
We need a separate project office to coordinate about 5 thousand milestones, which we monitor at the level of control and supervisory agencies — Mikhail Pryadilnikov, Deputy Head, Analytical Centre for the Government of the Russian Federation.
The task of internal control is to set the system and make sure all business processes respond to our questions. In this context, the Treasury together with the Accounts Chamber should outline the areas of possible problems. <...> We want to create a risk map for national projects, which we then have to manage together — Roman Artyukhin, Head, Federal Treasury.
We need to solve the personnel problem: we need to hire more creative and more innovative people, and not those who got education and have been working in this area for 25 years. We must motivate them in a different way — Dmitry Yalov, Deputy Chairman of the Government of Leningrad region.
It’s must to ask the federal authorities to involve regions in the work that will be done in the near future. It is clear that decisions will be made at the federal level, but at least we need to ask. When the projects appear as a result of interaction and are taken to regions, I would ask to give the regions some time to comprehend them and develop a coordinated set of projects at the regional level — Dmitry Yalov, Deputy Chairman of the Government of Leningrad region.
Many agencies silence the problems and try to resolve them at their own level, which is not always successful — Andrey Badin, Deputy Director, Project Management Department, Government of the Russian Federation.
Horizontal culture of coordination and communication is not introduced everywhere yet. It means, when there are problems in certain agencies or with certain people, the whole machine begins to slip. Therefore, it is important to try to build horizontal ties and develop a new culture — Mikhail Pryadilnikov, Deputy Head, Analytical Centre for the Government of the Russian Federation.
Specific members of the Government will be hold accountable for project implementation. We’ll individual responsibility fixed — Leonid Osipov, Deputy Director, Presidential Experts’ Directorate.
We do not have a system of financial incentives fully set. This is something we need to create. The project is very ambitious, and if it’s solely based on individual persistence, with no financial incentives, we won’t succeed — Mikhail Pryadilnikov, Deputy Head, Analytical Centre for the Government of the Russian Federation.
Our main proposal is a separate funding for project participants — Alexey Vovchenko, First Deputy Minister of Labour and Social Protection of the Russian Federation.