In the 21st century, states are actively implementing monitoring systems for a comprehensive assessment of the socio-economic development of regions, oblasts, cities and local entities. In Kazakhstan, monitoring plays a key role in assessing the effectiveness of local executive bodies, akimats and public services, as well as in implementing regional development strategies.

Monitoring systems allow not only identifying problem areas and growth points, but also developing sound strategies for interaction between central and local authorities. This contributes to strengthening the country's economic potential, increasing the transparency of public administration and improving the quality of life of the population.

In Kazakhstan, special attention is paid to monitoring the quality of public services provided, which is an important step in improving the public administration system. The development of digital technologies and the use of analytical platforms make it possible to increase the effectiveness of monitoring, quickly respond to social and economic challenges, and form more adaptive and sustainable management solutions.

In the public administration system of Kazakhstan, public policy monitoring is a set of procedures, organizational structures and tools aimed at assessing the achievement of strategic goals, as well as preventing inefficient and illegal spending of public resources. The main purpose of control is timely detection of deviations from the established standards, violation of the principles of legality, efficiency and economy in order to take appropriate measures to eliminate and prevent similar situations in the future.

Control in Kazakhstan is carried out in both external and internal forms. External control is carried out by independent authorized bodies (for example, the Supreme Audit Chamber, the Anti-Corruption Agency, etc.). Internal control is carried out by the internal structures of state departments and local self-government bodies.

The main forms of control are verification, execution, and supervision.

Key control tasks:

- monitoring the functioning of controlled facilities;

- obtaining reliable information on compliance with the rule of law and discipline;

- taking measures to eliminate the identified violations;

- identification of the causes and conditions of violations;

- bringing the perpetrators to justice.

Understanding the importance of preventing abuse, Kazakhstan is actively developing a system for monitoring the implementation of state programs and projects as an integral element of State control.

Monitoring –is a permanent system for monitoring the implementation of social and economic programs, reforms, and management decisions. It includes collecting, recording, analyzing, and summarizing data on the development of a particular field, industry, or region.

Monitoring allows government agencies not only to detect deviations from planned indicators, but also to quickly adjust policies, which is especially important for Kazakhstan in the context of large-scale reforms and strategic planning.

Thus, monitoring acts as both a management tool and a security mechanism, ensuring the effectiveness of public administration, transparency of decisions made and sustainable development of the country.

In the public administration system of Kazakhstan, monitoring is implemented at three levels: project (micro-level), program (meso-level) and state policy level (macro-level). Each of these levels has its own goals, methods and areas of application, providing comprehensive control over the implementation of the country's strategic objectives. The monitoring levels are shown in Table 6.2.1.

 

Table 6.2.1 – Characteristics of monitoring levels

 

Level name	Characteristic	Task Characteristics	Examples
Project monitoring (microlevel)	Focuses on the implementation of specific projects aimed at achieving specific goals within the framework of public policy. It is used in the implementation of investment, infrastructure, social and economic initiatives, both in individual regions and on the scale of individual organizations.	- monitoring the implementation of project stages in accordance with the schedule and budget ; - analysis of risks arising during the project implementation and search for solutions; - evaluation of the effectiveness of the achieved interim results; - control of targeted spending of budgetary and extra-budgetary funds.	- monitoring of the implementation of infrastructure projects under the «Nurly Zhol» program; - monitoring the implementation of projects for the construction of schools and hospitals in the regions; - about the cost of implementing digital solutions in public services (for example, in the framework of the Digital Kazakhstan program).
Program monitoring (meso-level)	It provides for the implementation of state and regional programs aimed at the development of individual sectors or spheres of society. Unlike at the project level, it assesses not only the implementation of individual initiatives, but also their combined impact on achieving the overall program goals.	- monitoring the implementation of program activities; - analysis of compliance of the achieved indicators with the planned goals; - identification of problems and adjustment of the program as it is implemented; - ensuring coordination between different departments and structures.	- monitoring the effectiveness of the «National Entrepreneurship Development Project» program aimed at supporting small and medium-sized businesses; - evaluation of evaluating the results of the «Auyl – El Besigi» program aimed at developing rural infrastructure; - to control the implementation of state programs to increase employment of the population.
Monitoring at the state policy level (macro level)	Strategic monitoring of the effectiveness of public policy in general is carried out. ОIt takes into account not only the implementation of individual programs, but also their impact on the socio-economic development of the country.	- assessment of the achievement of national goals and strategic guidelines ; - analysis of the dynamics of socio-economic indicators at the state level; - identification of global trends and adaptation of public policies; - ensuring transparency and accountability of state institutions.	- monitoring the implementation of the «Development Strategy of Kazakhstan until 2050»; - оmonitoring the implementation of national priorities, such as economic diversification and digital transformation; - monitor the progress in the implementation of national sustainable development plans aligned with the UN Goals.

 

The monitoring model is shown in Diagram 6.2.2.

 

Scheme 6.2.2. – Monitoring and control system in public administration

 

 

In the state monitoring system of Kazakhstan, the key element is an information system, that provides the collection, processing and transmission of necessary data. Its effectiveness depends on correctly defined amounts of information: the minimum required for an objective assessment and the maximum possible without overloading with redundant data.

Monitoring is based on a system of indicators that represent specific measures for evaluating processes or phenomena. To develop effective indicators, several key criteria must be taken into account:

- accessibility – data should be easily collected and processed.

- SD indicators should correspond to the monitoring objectives and have practical significance;

- accuracy-indicators should accurately reflect the state of the controlled process or object;

- controllability – the ability to regularly monitor the dynamics of changes;

- consistency-indicators should be integrated into a single evaluation system for comparison with other data.

Indicators should be regularly reviewed and upgraded based on: a) the analysis of practical results and identified problems, c) the introduction of new digital technologies for data collection and analysis, and changing economic, social and political realities.

For example, monitoring the effectiveness of stateо programs in the National Entrepreneurship Development Project requires taking into account such indicators as the level of employment, investment volume, and tax revenues, which makes it possible to assess the impact of the program on the economy.

The analytical system is the second key element of monitoring. This is a structured process of processing, summarizing, and analyzing information that allows you to assess how effectively government agencies, organizations, and institutions are coping with their tasks. The main goal of an analytical system is to turn the collected data into useful information for making managerial decisions. During the analysis, the following tasks are solved:

- assessment of the level of achievement of the set goals and objectives;

- identification of problems and factors that make it difficult to achieve results;

- limiting the effectiveness of the activities of departments and individual divisions;

- analysis on the basis of resource costs (financial, time, personnel).

The work of the analytical system in Kazakhstan is based on the comparison and evaluation of the effectiveness of state structures by key parameters:

- alignment with performance standards – to what extent the actual results comply with the established norms and regulations;

- time parameter estimation – how quickly tasks are completed in comparison with the planned deadlines.

- alignment of departments and their divisions-identification of more effective and less effective management practices;

- cost equalization-analysis of the cost of various processes and search for optimization opportunities.

Based on the analysis, the types and nature of errors in the work of state bodies are identified, and their impact on the achievement of policy goals or the effectiveness of individual institutions is determined. This makes it possible not only to detect deviations, but also to develop corrective measures, increasing the efficiency of public administration.

The operational system is the third element of monitoring and is a mechanism that turns the collected and analyzed information into concrete management decisions. This stage provides feedback between monitoring and the management process, allowing you to adjust the public policy strategy, change key performance indicators, and improve the state control system.

The main task of the operational system is to prepare and transmit information necessary for decision-making at different levels of government. It performs the following functions:

- compilation of reports – preparation of summary data on the current state of government programs, projects and policies;

- development of recommendations – suggestions for changing goals, strategies, and monitoring indicators;

- proactive response – delivering critical information to decision makers in the shortest possible time.

Data received from the analytical system is grouped into reports that include:

- analysis of the implementation of target indicators;

- identified problems and deviations;

- forecast of the consequences of the current situation.

- comparative analysis of the effectiveness of various departments and regions.

Reports can be periodic (quarterly, annual) or emergency if critical deviations are detected.

Based on reports, recommendations are generated for:

- changing strategic goals (for example, adjusting the program for digitization of public services);

- changes in the content of events (reallocation of funding or resources to regions with the greatest problems);

- revision of indicators (if existing indicators do not reflect the real picture or are difficult to track);

- improvement of the monitoring system (for example, introduction of new digital tools for data collection).

Recommendations are issued in the form of operational information or analytical references, which are sent to the responsible persons of the President and the Presidential Administration for adjusting national strategies, to the Parliament and the Government for making changes to laws and state programs, to the heads of ministries and departments for adapting specific policies, and to deputies for making adjustments to regional strategies.

Currently, information and analytical work in the public administration system of Kazakhstan is becoming of strategic importance. This is due to a number of factors. First, the complexity and unpredictability of the external environment, such as increasing geopolitical competition, global economic crises, and changes in international trade and technology chains. Secondly, the effectiveness of traditional forecasting methods has been reduced, as rapidly changing socio-economic conditions require new approaches to the analysis and evaluation of public policy. Third, in the growing volume of data. Digital transformation of public administration creates the need for processing large amounts of information (big data), including statistical, sociological and economic indicators.

In response to these challenges, the number of analytical centers working under state authorities is increasing in Kazakhstan. These structures are engaged оin evaluating the effectiveness of government programs, developing strategic forecasts, analyzing risks and threats to socio-economic development, and preparing recommendations for government authorities.

Modern analytical approaches in Kazakhstan include:

- and the use of big data and artificial intelligence to identify trends in the economy and social sphere;

- applying scenario analysis and stress testing to predict risks;

- development of geographic information systems (GIS) for spatial data analysis (for example, monitoring of population employment by region);

- methods of crowdsourcing, i.e. analysis of public opinion and expert assessments through digital platforms.

Non-governmental information and analytical centers, also called think tanks, play an important role in assessing public policy think tanks.

Thus, modern challenges require flexibility and adaptability in decision-making. In Kazakhstan, information and analytical work is becoming an important tool for improving the efficiency of public administration. The development of both state-owned and independent think tanks contributes to more informed decision-making, improves forecasting, and makes policy more focused on the real needs of society.