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2015, vol. 63, br. 1-2, str. 131-143
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Restrukturiranje javnog sektora na nivou gradske uprave na primeru grada Beograda
Public sector restructuring on the municipal level: The case of city of Belgrade
aMayor, The City of Belgrade
bDeputy Mayor, The City of Belgrade
Sažetak
Na kraju 2013. godine budžetski deficit Grada Beograda iznosio je 20,25%, dok su neefikasna gradska administracija i glomazni javni sektor uticali na to da ukupni finansijski gubici dostignu skoro 24 miliona evra. Za samo godinu dana, zahvaljujući sprovedenim reformama koje su bazirale na institucionalnom, organizacionom i finansijskom restrukturiranju, gradska uprava uspela je da prepolovi budžetski deficit i da javni sektor, koji je u prethodnom periodu konstantno beležio gubitke, transformiše u profitabilan javni sektor čija je ukupna dobit iznosila 8,5 miliona evra. Od ključnog značaja za proces reformisanja je uspostavljanje jasne podele između osnivačke i upravljačke funkcije. Kao osnivač, Grad Beograd najzad počinje da obavlja osnovnu funkciju osnivača, a to je kontrola i monitoring poslovanja javnih preduzeća. Uprava javnih preduzeća treba da bude usmerena na realizaciju dva ključna cilja: veća efikasnost poslovanja i stalno unapređenje kvaliteta usluga javih preduzeća. Mnoga javna preduzeća gube iz vida da je njihov fundamentalni cilj stvaranje profita i zadovoljavaju se ulogom isporučioca usluga od javnog interesa u segmentu za koji su zadužena. Orijentacija javnih preduzeća ka ekonomskom cilju, bez obzira na njihovu osnovnu delatnost i svrhu osnivanja, znači da će takođe morati da vode računa o ekonomskim parametrima, odnosno, da posluju efikasno.
Abstract
As at 2013 year-end the City of Belgrade had a 20.25% budget deficit, an inefficient City Administration and an overweight public sector that generated a total financial loss almost EUR 24 million. In just one year, through the implementation of reforms that involved institutional, organizational and financial restructuring, the City halved the budget deficit, and the public sector which previously generated a loss was transformed into a public sector that generates a profit, in the amount of EUR 8.5 million. The essence to the restructuring process is reflected in the clear division between the function of the founder and the function of management. The founder, City of Belgrade, starts doing the basic function of the founder, which is continuously controlling and monitoring the operations of public companies. The management of public companies was given two key goals: improving the efficiency of business operations and a continued improvement in the quality of the services provided by the public company. Many public companies do not have the fundamental goal of making a profit but rather providing services of public interest in the business activity they are in charge of. By establishing an economic goal also, the public companies, regardless of their fundamental goal and purpose for which they were founded, also have to take into account economic parameters or, in order words, operating efficiently.
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