In an interview given by President Ilham Aliyev to local television channels, the idea that the management model applied in Karabakh and Eastern Zangezur could be implemented in other regions of the country, and even throughout the country, in the future, has come into focus. This approach has actualized discussions regarding the effectiveness of existing regional management mechanisms and the potential advantages of the new model.
To ascertain how the topic is evaluated in a regional context, Modern.az conducted a survey among deputies. Deputies shared their views on whether there is a need for such a management model in the regions they represent, the social, economic, and administrative factors shaping this need, as well as the advantages that the new approach could offer in solving local problems.
According to Elnara Akimova, Member of the Milli Majlis, the head of state emphasized that this model is a more flexible and operative management mechanism, highlighting the optimization of relations between central and local structures, the reduction of bureaucratic procedures, and the acceleration of decision-making.
Elnara Akimova noted that the management approach formed in the liberated territories is not merely a means of administrative coordination, but also a key element of the socio-economic transformation process. The restoration and resettlement of Karabakh and Eastern Zangezur are based on long-term planning, the establishment of modern infrastructure, the restoration of social services, and the increase of economic activity. The state strategy aims for the return of 1.1 million citizens to their native lands, and complex development projects are being implemented in this direction.
“When evaluating the suitability of this model for other regions, several important factors must be considered. As Karabakh and Eastern Zangezur remained under occupation for many years, the destruction of infrastructure, disruption of demographic balance, and social security issues here required a special approach. It is precisely these realities that necessitated the implementation of a flexible and centralized management mechanism,” she noted.
Elnara Akimova stated that from the perspective of realizing the region's economic potential, public-private sector cooperation, improvement of the investment environment, and promotion of small and medium-sized entrepreneurship are of significant importance. In this regard, modern management structures serve as one of the main tools accelerating economic revitalization.
According to her, compared to the existing centralized management system, this model offers advantages in terms of operative decision-making, flexible response to local problems, and consideration of regions' specific needs. Furthermore, aligning management efficiency with the principles of social inclusivity, transparency, and accountability is considered an important condition.
“The application of the model in more stable and developed regions of the country may create certain institutional difficulties. The limited real powers of local self-governance institutions, against the backdrop of long-established centralized management practices, are among the main factors complicating this transition,” she noted.
According to Deputy Vasif Gafarov, this model offers significant advantages in terms of flexible management, operative decision-making, and efficient use of state resources within a unified coordination framework.
He recalled that with President Ilham Aliyev's Decree dated July 7, 2021, a new division of economic regions was approved in the country, and 14 economic regions were created. This division, based on historical administrative boundaries and economic development characteristics, serves to form a more rational management model. In his opinion, for a country with an area of 86.6 thousand square kilometers and a population of 10.25 million, the large number of existing districts creates an additional bureaucratic burden, and the retention of small administrative units is not necessary in the context of modern communication capabilities.
Touching upon the specific characteristics of the Lankaran-Astara region, Vasif Gafarov stated that the aforementioned management model could also be suitable for this region, which has a subtropical climate and rich agricultural potential. Alongside tea growing, citrus fruit cultivation, vegetable farming, animal husbandry, fishing, and tourism sectors, the region's border and transit position necessitates more flexible and coordinated management.
“One of the main advantages of the model applied in Karabakh and Eastern Zangezur is that the process from decision-making to implementation is organized in a centralized manner, while also taking local characteristics into account. This approach can create real opportunities for accelerating infrastructure projects, developing the processing industry in agriculture, expanding logistics capabilities, and more effectively realizing tourism potential in the Lankaran-Astara zone,” he noted.
Vasif Gafarov emphasized that during the implementation of the new management model, the protection and strengthening of the powers of local self-governance bodies are of particular importance. Relations between the center and the regions should be built on the principles of clear division of powers, transparency, and accountability.
Azer Badamov, Member of the Milli Majlis, stated that in a changing and globalizing world, the main priorities are service quality, citizen satisfaction, and the human factor, and this approach also shapes new demands in the management system.
“The President of Azerbaijan places service to citizens at the center of state policy, and all directions in both domestic and foreign policy serve this goal. It is precisely from this perspective that personnel and structural reforms are consistently implemented in the country. It is no coincidence that the head of state prioritized personnel reforms over structural changes in the interview.”
According to the deputy, in recent times, some individuals appointed to positions of trust have failed to act in a manner worthy of this trust, creating serious problems. As emphasized by the President, personal qualities, not age, should be the main criterion here. Individuals appointed to leadership positions must not exert pressure on people and should be able to work within a legal framework, based on mutual understanding.
Azer Badamov stated that the actions taken by individuals working in management should serve as an example for society, and situations that create dissatisfaction between the people and the state should not be allowed. Especially after the Victory, the preservation of national unity and solidarity gains greater importance, and this responsibility falls on everyone.
He noted that the new management model applied in Karabakh and Eastern Zangezur has already proven its effectiveness, and the future application of this experience throughout the country is not excluded. The President's messages in this direction indicate that reforms will continue in stages.
According to A. Badamov, citizens' appeals to executive structures cover various directions, and some of these appeals are received even when they do not fall within the competence of executive authorities. For this reason, a flexible approach, proper coordination, and mutual understanding are of particular importance. The main goal of the reforms is to solve problems without procrastination, in a short period, and in a result-oriented manner.
“Structural reforms are a continuous process, and the application of the institution of special representation in all territories is a matter of time. However, the main expectation is not so much the implementation of one model or another, but rather the involvement of professional, conscientious, and transparent personnel in state administration. It is precisely such personnel who make a real contribution to the country's development and ensure citizen satisfaction,” he concluded.
“The President also openly stated some time ago that the currently existing executive power structures are essentially inherited from the Soviet era and do not fully meet modern management challenges. This issue has been widely discussed in public and political circles for a long time,” said Deputy Arzuxan Aliyev.
The deputy stated that the model of the President's special and authorized representative applied in the liberated territories and the Nakhchivan Autonomous Republic has proven its worth. The aforementioned form of governance creates opportunities for fewer bureaucratic obstacles, a more flexible decision-making mechanism, and working based on a team principle. The more concrete and centralized execution of powers facilitates rapid decision-making and the clear identification of responsible individuals.
Arzuxan Aliyev noted that it is no coincidence that special attention was paid to personnel policy and official responsibility issues in the President's speech. The head of state openly stated that some officials have not adequately fulfilled their duties and announced that there would be serious changes in this area. This indicates that reforms will be carried out not only at the structural level but also at the personnel level.
The deputy referred to international experience, citing the Turkish model as an example. According to him, in Turkey, governors appointed by the President oversee the implementation of central government policy, while municipalities carry out local self-governance. Azerbaijan, by implementing the institution of the President's authorized representative, seeks to form a more balanced and effective management model that combines these two approaches.
“Reforms in the field of management are a demand of the times. These changes, alongside the renewal of state structures, serve to establish a modern governance system that allows for the adoption and implementation of operative decisions. The President's messages indicate that significant changes will occur in the management system in the near future, and this process could mark the beginning of a new stage in the country's governance history,” he concluded.
