Digital public administration infrastructure and its effectiveness
Digital innovation in public administration is critical. It’s necessary to work effectively with the digital resources of public servants. In Russia, successes are observed, requirements for IT competencies of employees, interactive interactions with infrastructure are increased, motivation is updated - the balance of state and corporate interests and the employee. The purpose of the work is a systematic analysis of problems and some solutions with "leadership in results". It’s also relevant to assess the evolutionary potential of infrastructure, not only the requirements of a state institution. The work uses methods of system analysis, decision-making, situational and comparative analysis and others. Our main results are the analysis of key tasks, the solution of which is assigned to the digital infrastructure of public administration. In particular, analysis of monitoring and identification of risk states, anomalies, opening of hidden vulnerabilities, situational forecasting, analytical support, reduction of resource consumption (costs), audit of population satisfaction, quality of work of employees, systematic automation and intellectualization of public administration was carried out. All this supports strategic management, develops performance indicators. A table of professional qualities, the development of competencies of the state manager has been built. The problem of "noises", uncertainties in decision-making is considered, because adaptation to "noise effects" in public administration can be accompanied by an increase in the homogeneity of decision-making employees and an increase in their differentiation, as well as a decrease in their number. The role of institutional, social and personal barriers, motivation, as a balance between the interests of a state institution and an employee, when both are interested in improving internal indicators, as well as involving citizens and organizations in the provision of public services, was noted.
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