Over the past month in the media there have been many publications about the "reform" of territorial offices of the Antimonopoly Committee of Ukraine (AMCU). The pros and cons of the AMKU leader Yuriy Terentyev, the heads of regional territorial offices, department employees, economists. What can reduce the number of territorial branches from 24 oblast offices to 7 inter-oblast offices, why mistakes and miscalculations can lead to a number of negative consequences, and the reform should begin with the central apparatus of the AMCU? Last week, a link to an interesting study "Analysis of the proposed model for reforming the bodies of the Antimonopoly Committee of Ukraine" by the state commissioner AMKU, Agia Zagrebelskaya, appeared in Facebook regarding this reform, writes jj. Com. Ua. The most interesting conclusions from this study are given below. One of the main arguments of supporters of the reform is the reduction in the number of administrative personnel, which will lead, according to estimates, to savings of 13 million. UAH. in year. However, few people think that, firstly, such a "reform" will lead to the loss of experienced professionals, primarily, leading cadres and persons aimed at career growth. A similar situation has already occurred after the termination of the Kiev territorial office in October 2015. In addition, the termination of the work of 19 territorial offices, the creation of sectors and interregional territorial offices with the simultaneous complete restructuring of the central apparatus of the department without which the reform will not yield any result will unbalance the activities of the AMCU for a long period. Concentrating the agency on internal processes for a long time creates high risks of worsening the situation. Against the backdrop of a critical perception of the work and functions of the AMCU by society during the period of instability in the state and, in particular, the possible increase in prices for products and important goods in the regions, this is not justified. In conditions when the reform of the whole structure of the AMCU bodies is simultaneously taking place, it is unlikely that they will be able to fulfill their immediate functions even at the previous level, since most of the time will be devoted to the reform process itself. If the most professional staff are involved in the reform, as expected, their efforts will be redirected from the immediate functions to the process of reforming. This will be reflected in the initiated research and investigation, as well as increase the risks of erroneous actions in the implementation of the reform measures. With such a reform model, there are also financial risks, in particular, in the event of the liquidation of territorial offices, the issue of redistribution of consumption costs will arise, and for the next budget period there is no guarantee that the amount of financing will not be reduced. That is, not the fact that the salaries of employees of interregional branches will grow, as well as the financing of branches. Therefore, the question remains: is it worth it to reduce the number of administrative personnel and save 13 million. UAH. To liquidate 19 territorial bodies of the AMCU? The effectiveness of the AMCU system, the fullest implementation of its powers, the balance of interaction and the continuity of development directly depend on how well the system works, coordinated by the central apparatus. Therefore, starting changes from the territorial offices is not just unreasonable, but unreasonably risky. Ensuring of qualitative changes expected from the reform is possible only in the case when the process coordinator, namely the central apparatus, will be qualitatively reformed and will be structurally, functionally, technically and financially able to ensure the solution of the tasks. As already noted, the basis for any reform and its main engine are people. Therefore, simultaneously with the regulatory settlement, the AMCU should maximize the process of finding, selecting, training and reshuffling personnel. In addition to this, the AMCU should develop transparent and objective systems for motivating employees, including bonuses. In addition, in order to strengthen the team spirit in the staff of the central apparatus, it is necessary to conduct collective events with employees. Such measures are not actually practiced in the last two and a half years. Responsible for interaction with territorial offices, the structural unit of the department should actively accompany the process of building new inter-regional bodies. Taking into account that the aim of the reform is to improve the quality indicators (saving and optimization is the secondary goal of reforming the residential sector), at the time of such a merger it is necessary to provide good agency research and investigation techniques, reporting systems, quality standards to such bodies. This can only be done after the relevant work has been carried out by the central apparatus, taking into account that for all territorial branches the approaches should be the same. In the case when new interregional territorial branches will be created first, and only after that common approaches will be worked out, they will work indefinitely without qualitative changes. Of course, as noted in the analysis, it will be necessary to reformat the structural subdivision of the central apparatus that will be responsible for interaction with the regions by: developing an effective mechanism for searching and recruiting personnel to the specified unit. Filling of vacant posts with qualified employees selected by such mechanism and creation of a motivation system for these employees, which should include a transparent and objective mechanism for calculating premiums, additional motivation tools like foreign business trips, a clear and predictable career path system, a transparent system of receiving awards. Also, it is necessary to improve the mechanisms of interaction between the central apparatus and the territorial office through the following actions: unification of electronic interaction between the central office and the territorial office on a single platform with the possibility of integrating and / or adapting reporting systems, activity planning and other electronic interaction systems; - Improvement or introduction of a new system of office work and information exchange, which will include almost exclusively necessary functions, and training employees to work with them, to use the maximum possible functionality; - improvement or development and implementation of a new system for assessing the activities of TV, which will objectively show the qualitative performance of the latter, instead of quantitative; - Improvement or development and implementation of a new reporting system for the central office and territorial office, which will objectively show the state of competition in the markets, the existing problems, the dynamics of changes, and so on; - improvement or development and implementation of a new system for planning the activities of the territorial office, with forecasts as close as possible to reality and a mechanism for concentrating the work of the territorial office on more important and relevant areas. Thus, as noted in the "Analysis of the Proposed Model for Reforming the Bodies of the Antimonopoly Committee of Ukraine", the proposed concept of reform requires significant improvements and the introduction of important and conceptual changes. The draft reform in this form can not be taken as a basis, since it contains a number of risks, the onset of even a small part of which can lead to significant negative consequences for the economy and development of the country. The causal link between the measures recommended for adoption and the expected results in the concept of reform is missing, which can lead to unpredictable results following the outcome of such measures, and do not meet expectations. Adopting the concept of reform in this form creates objective and well-grounded doubts about the possibility of obtaining positive and qualitative results. The lack of a concrete and clear action plan, after which the expected results of the reform will be achieved, creates a high risk of future chaos and inconsistency of the reform process, will have an extremely negative impact on its results. In general, the draft reform does not reflect the real state of affairs in the AMCU bodies, is characterized by declarativeness and individual elements that are not viable for the practical activities of the AMCU.