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Methodology for assessing the cross-impact of state programs’ implementation

Authors:

Tatyana S. KHUDYAKOVA Sr. Lecturer of Quality Management Dept. Ural State University of Economics

Svetlana V. DOROSHENKO Dr. Sc. (Econ.), Associate Professor, Head of Regional Entrepreneurial Policy Dept. Institute of Economics

Abstract.

The paper examines the cross-impact of state programs’ implementation. The research methodology rests upon the theory of public management efficiency, the concept of New Public Management and the system-based approach to its analysis. In the course of the study, the authors apply the regulatory, comparative and context methods and the verbal modelling. The researchers review a number of scientific works and reference documents, as well as perform a content analysis of the regulatory framework in the subject area under consideration. The article substantiates the relevance and the need for investigating cross-program effects and identifies the prerequisites for the improvement of state programs’ effectiveness evaluation. The study clarifies the meaning of the term “crossprogram effect” and discusses how it differs from a multiplier effect. The research presents a classification of cross-program effects and develops the methodological guidelines and the conceptual diagram for assessing the cross-impact when implementing state programs in a constituent territory of the federation. The authors propose the indices such as the cross-impact of a state program and the cross-effectiveness of a state program and outline the difficulties and limitations of the given approach to the assessment of cross-program effects. The results the evaluation are expected to optimize and improve the mechanisms of the program budgeting and strategic planning.

Keywords:

cross-program effect; state program; assessment of cross-program effects; constituent territory of the federation.

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For citation: Khudyakova T.S., Doroshenko S.V. Methodology for assessing the cross-impact of state programs’ implementation. Upravlenets – The Manager, 2019, vol. 10, no. 2, pp. 41–48. DOI: 10.29141/2218-5003-2019-10-2-5.