Programs for the socio-economic development of municipalities. Development of a plan for the socio-economic development of the municipality Planning for the municipal socio-economic development

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Developing a plan socially- economic developmentmunicipality

abstract

Local government, municipality, local issues, stages of development of a plan, public authorities, principles of local government, swot analysis, socio - economic development.

The object of the research is the activities of the administration of the municipal formation Beloglinsky district on the development of a plan for the socio - economic development of the municipal formation.

The purpose of the course work is to study the theoretical and practical foundations of territorial planning to develop recommendations for improving this mechanism.

As a result of writing the term paper, the activities of the administration of the municipal formation of the Beloglinsky district were studied, the main problems in this area were studied and violations in the implementation of the plan for the socio - economic development of the municipal formation of the Beloglinsky district were revealed. Collected material for the analysis and improvement of the existing problems.

Introduction

1. Theoretical aspects of the development of a strategic plan for the socio-economic development of the municipality

1.1 Objectives and principles of strategic planning in municipalities

1.2 Steps in developing a strategic plan

1.2.1 Planning during the Analysis and Goal Setting Phase

1.2.2 Stage of formation of directions and selection of priorities

2. The need to analyze the socio-economic development of the municipality

2.1 Problems and competitive advantages of the socio-economic development of the municipality

2.2 The mechanism for implementing the program of socio-economic development of the Beloglinsky district for 2011-2022

3. The essence of modernization of the planning system for the socio-economic development of the Beloglinsky district

3.1 Comparative analysis of the current state of planning in the municipality of the Beloglinsky district

3.2 The role and place of planning in the management process of the socio-economic management of the Beloglinsky district

Conclusion

List of sources used

Introduction

The relevance of the work is due to the fact that the transition to a market system of socio-economic development of the country is accompanied by an increase in the role and importance of territorial regulation. This is manifested in the provision of sufficiently broad rights and opportunities for independent development of the regions, in the increased responsibility of the territories for solving their own problems and issues. But further advancement of reforms and the final transition to a basic market model in the country are impossible without the active involvement of local factors and resources in this process, without the development of territorial self-government and self-financing.

A fuller consideration of territorial economic factors is extremely important for our country, which has a huge territory, which is characterized by deep regional and local differences. They are manifested in natural-climatic and national-historical characteristics, in the achieved level of socio-economic development, in the profile and specialization of the territory. Without a scientifically substantiated consideration of these differences, without the formation of scientific and methodological foundations of territorial self-government, without an active regional and local socio-economic policy, significant success in promoting reforms and creating an effective economic system is impossible.

Therefore, the creation of a legal and socio-economic base for sustainable functioning and dynamic development of the territory is currently of particular importance. A notable milestone in solving this problem is the initiation of the process of reviving local self-government.

For the establishment of the economic basis of self-government and the implementation of an active local policy, it is necessary to form an effective system of planned regulation of the development of the territory, the basis of which is municipal planning. Municipal plans define the most important goals, objectives and guidelines for the development of the territory, as well as mechanisms for their achievement and implementation.

As the experience of most developed countries in Europe, America, Asia shows, their achievements in economic development and solving social problems are largely due to the success of the development of municipalities, which are achieved on the basis of traditions and customs and local self-government.

The aim of this work is to modernize the strategic planning system at the level of the municipality using the example of the Beloglinsky District.

To achieve the set goal of improving the strategic planning system, it is necessary to solve the following tasks:

Study of the theoretical foundations of municipal planning.

The object of the research is strategic planning in the municipality of Beloglinsky district.

In the process of work, the regulatory legal acts of the Russian Federation, the municipal formation of the Beloglinsky district were used.

This work is divided into three main sections.

The first stage will consider the development of a strategic plan.

The second one is devoted to the issues of strategic planning on the example of the development of the municipal formation of the Beloglinsky district.

On the third, the main directions of improving the planning process in municipalities are studied.

1. Theoretical aspects of the development of a strategic plan for the socio-economic development of the municipality

1.1 Objectives and principles of strategic planning in municipalities

Before starting your acquaintance with this topic, it is worth learning the basic concepts.

A plan is a document containing a system of indicators and a set of various measures to address socio-economic problems. It reflects the goals, priorities, resources, sources of support, the order and timing of their implementation. By content and period, plans can be:

Strategic (5 or more);

Tactical (up to 5 years old);

Operational (1 year).

There is a classification of plans for problematic, complex, local.

The general requirements for the plan are as follows:

1) Taking into account the needs of the market;

2) Scientific justification;

3) Consideration of several options and selection of the optimal one;

4) Focus on high end results;

Strategic planning is a dynamic process of defining the mission and goals of the organization, finding specific strategies for selecting and acquiring the necessary economic resources, their distribution and use in order to ensure the effective operation of the organization in the foreseeable future.

The relevance of the implementation of the strategic planning system in the municipalities of the Russian Federation is due to the following reasons:

Strategic planning is an element recognized in world practice in the system of municipal management and regulation, it allows you to create conditions for long-term development, helps to make current decisions taking into account strategic goals;

In the context of fundamental socio-economic transformations, implying the adaptation of the municipality to the requirements of a market economy and an open competitive market, strategic planning is the most adequate tool capable of consolidating the efforts of the administration and society in solving the problems of transforming employment, technology and urban space;

In the process of strategic planning, the following principles are observed:

The Strategic Plan is a short document aimed at increasing the competitiveness of the city. The strategic plan contains ideas that provide guidelines for business, potential investors, authorities and the population of the city in making operational decisions, taking into account the vision of the future. The strategic plan does not cancel or replace other types of plans, it determines the development only in the most important, priority areas for the city;

The strategic plan is developed and implemented publicly, on the basis of public-private partnership. A strategic plan is a set of actions agreed by stakeholders; it is an agreement on specific measures of strategic importance for the city that need to be taken in the interests of the economy and the population;

The strategic plan combines a long-term vision with the specificity of immediate action. It is long-term in terms of the depth of the forecast and the duration of the consequences of the planned actions, but medium-term in terms of the nature of the measures included in it;

Strategic planning is an ongoing process: the stages of development and implementation of a strategic plan are combined in a continuous cycle through a monitoring and adjustment system based on a strategic partnership mechanism.

Strategic partnerships

The city authorities, the largest and most influential organizations, associations, the public and the population are involved in the development and implementation of the strategic plan.

Organizations participating in the process of developing and implementing a strategic plan have the opportunity to argue the priority of the spheres they represent and, accordingly, count on joint actions with the Administration of the municipality. The development of a plan for the socio - economic development of the municipality for enterprises is also becoming a means of dialogue with their closest business partners and competitors operating in the region.

The administration of the municipality, through the plan, receives a mechanism for regular open interaction with business and the public, which makes it possible to orient the actions of the authorities in the interests of publicly recognized goals and directions.

Residents of the municipality have the opportunity to directly participate in the development of a strategic plan within the framework of a system of professional and public discussion, which allows them both to influence the choice of priorities and development directions, and to realize their creative and civic potential.

1.2 Steps in developing a strategic plan

In accordance with the procedure, in the year of the development of the plan for the socio-economic development of the municipality, the following approximate work schedule is in effect:

January-February - analytical stage,

March-April is the stage of choosing goals and strategic directions of development;

April - city-wide conference on socio-economic planning to approve the results of the analysis, the formulation of the main goal.

May-July is the planning stage,

July - meeting of the Executive Committee to consider the first version of the plan and make a decision to start public discussion of the plan as a whole,

August-November - publication of the first edition of the plan.

December - the layout of the second edition of the plan, its distribution for consideration by the members of the Council; adoption of the plan for the socio-economic development of the municipality at a meeting of the Council.

1.2.1 Planning during the Analysis and Goal Setting Phase

In the process of developing a plan for the socio - economic development of a municipal formation, the following substantive stages are carried out: municipal Beloglinsky planning

Analysis (diagnostics of the state of the municipality, study of external and internal factors that determine development, SWOT analysis),

Goal setting (definition and approval of the main goal, main strategic directions, goals),

Planning (formation of private strategies for achieving goals in each direction).

Strategic analysis becomes the basis for the subsequent selection of a small number of priority areas and projects, therefore it is very important. The basis for strategic analysis are: traditional statistical analysis, comparative analysis, expert polls, opinion polls. These methods are used at the preliminary stage for the accumulation and systematization of primary information.

The essence of strategic analysis is the analysis of the competitiveness of a municipality by individual factors in comparison with analogues and neighbors.

The necessary elements of the analysis are:

analysis of the external environment in which the development of the municipality takes place

analysis of economic and geographical location,

analysis of inter-budgetary relations and the possibilities of influencing their change,

analysis of resources, including organizational,

analysis of social potential, psychological readiness for change,

analysis of the interests of the main actors - industry groups, individual groups of the population, elites; you need to understand who is specifically able to support the strategic plan, whose interests may be affected by the implementation of individual directions and projects of the plan.

SWOT analysis is a strategic analysis tool. It can be seen as a means of presenting, aggregating the results of detailed surveys and rationales that result in clear judgments about a city's comparative advantages or disadvantages. At the same time, the ideology of SWOT analysis allows not to lose sight of the ultimate goal of all calculations and justifications - to give an answer to questions about promising directions of development, which make it possible to activate natural advantages, eliminate disadvantages, use all opening opportunities and avoid potential dangers.

Within the framework of the analysis, special attention should be paid to assessing the economic climate, since the policy of creating a favorable economic climate is an indispensable part of the economic strategy. Each municipality has its own set of factors that favor or hinder certain industries. The full set of these factors that determine the attractiveness of a municipality as a place for doing business is large enough and can be detailed and grouped in various ways (tax legislation and its application; rules for registration, licensing; environmental restrictions on production; development and quality of general services for business (banks , information); availability of financial resources, including benefits and subsidies from the authorities; availability of business support programs.

It is useful to use a scenario-based approach in the analysis phase.

Scenarios of two types are possible:

Scenarios for the development of external conditions. They are based on hypotheses about the polar development of a number of external factors that are beyond the control of the municipality. Such scripts allow you to:

It is more productive to form an idea of the field of opportunities and threats for the development of the municipality;

Check further proposed projects and priorities for sustainability and riskiness under various scenarios of development of external conditions.

Scenarios for the development of a municipality with the predominance of one or another function or industry. Such scenarios allow for a better understanding of the socio-economic consequences of the implementation of projects aimed at the development of certain types of activities.

For each scenario, the following should be indicated: advantages, disadvantages, risks.

Final result of the analysis phase:

the formulation of hypotheses regarding the possible directions of development of the municipality, allowing the maximum use of the strengths, determination of the desired future of the municipality;

identification of the most pressing problems holding back development;

putting forward several formulations of the strategic development goal for the next period.

The choice of the goal of the strategic plan of the municipality should be based on the results of the analysis. Thus, the main goal or perspective appears.

The main goal should include the following four elements:

Promotion of a brand made in the city

Original proposal

- "Driving forces";

Flagship projects.

Perspective means a clear general goal or picture of the desired future, which is understood, supported, controlled and implemented by the entire community of a particular municipality.

1.2.2 Stage of formation of directions and selection of priorities

The choice of development priorities is based on the results of the analysis, taking into account the maximum impact on the achievement of the formulated main goal at minimum cost. As a rule, strategic directions should contribute to the realization of the city's competitive advantages. The recommended number of directions is 3-7, goals - 11-15, projects - 30-40. The following directions are usually formed:

Infrastructure development

Improving the general business environment,

Development of certain groups of industries and industries,

Reforming the public services of the municipality (social sphere).

The ongoing changes in the system of economic relations predetermine the need to adjust the priorities in the development of the urban economy. The existing trends demonstrate the urgent need to develop practical recommendations in the field of systemic regulation of the socio-economic development of cities and municipalities.

The main methods for the formation of scenarios for sustainable development of a large municipality suggest the following distinctive features:

Effective support for small businesses to expand the base of economic growth;

Achievement of the optimal balance of powers of the federal government, regional authorities and local self-government;

Availability of the necessary financial capabilities for the implementation of the right of the municipality to determine the target guidelines for socio-economic development.

The more specific the strategic directions for a given municipality, the better. The strategic plan should be tied to the place and time as much as possible. A short and specific strategic plan, including a small number of directions and projects, which really give a strong impetus to the development of the municipality better than a long plan.

When developing a strategic plan, it is advisable to move from directions to projects, but if you cannot quickly determine the identification and approval of directions, you can focus on initiating and selecting projects, which are then grouped according to directions.

Evaluation and subsequent selection of investment projects for financing from the budget of the municipality and borrowed funds are based on three groups of indicators, reflecting:

Social efficiency of spending;

Budgetary spending efficiency;

Efficiency of using the resources of the municipality and attracting private investment in the process of project implementation.

One of the tools for discussion and selection of final decisions can be a conference, during which participants are given the opportunity to discuss, vote, and fill out score sheets. The organization of such a conference allows the participants, divided into small groups, to familiarize themselves in detail with the proposed projects and to rank them, which gives objective grounds for the experts to form the final texts.

2. The need to analyze the socio-economic development of the municipal formation of the Beloglinsky district

2.1 Problems and competitive advantages of the socio-economic development of the Beloglinsky district

Assessment of the initial socio-economic situation includes:

1) Historical background

2) Assessment of the standard of living is demography and employment of the population

3) Assessment of the social sphere of the municipality: education, health care, culture, physical culture and sports, ecology, the economy of the municipality, industry, construction, transport, communications, housing and housing and communal services, the consumer market, small business, investment activities.

1) Analysis of foreign economic activity

2) Finance of the municipality.

3) Municipal property and land resources.

4) Municipal enterprises.

5) Enterprises of housing and communal services.

6) Enterprises of retail trade, pharmacy chains.

7) Analysis of the management structure of the municipality Beloglinsky district.

8) Analysis of the internal environment for the development of the municipality Beloglinsky district.

When analyzing the internal environment of the municipality of Beloglinsky District, the competitive advantages and disadvantages of the municipality are assessed, taking into account the trends in the development of the external environment until 2022.

Analysis of the combination of external and internal factors

Analysis of the combination of external and internal factors in the development of the municipality Beloglinsky District allows us to make the following forecast:

1) The diversified structure of the economy, combined with the high rate of institutional and structural reforms in Russia, create the preconditions for the successful development of competitive industries.

2) The growth of investments in the economy and infrastructure of the municipality, the successful protection of property rights allow for the modernization of fixed assets.

3) The border position of the municipality Beloglinsky District, that is, its proximity to the Stavropol Territory and the Rostov Region, combined with the growth of trade in the country, will contribute to the development of the municipality as an important transport and trade hub. The presence of historical and cultural monuments, recreation areas and a water park should be used to increase the attendance of the municipality by tourists and the development of tourist infrastructure in the area.

In general, the external and internal environment of the city contains a significant potential for successful development. Therefore, the activities of the entire community of the municipality and, especially, the authorities should be purposefully focused on using the existing advantages and favorable opportunities at the same time as correcting the discovered shortcomings and preventing potential threats.

Assessment of the current state of the economy and social sphere of the municipality makes it possible to highlight a number of competitive advantages of the Beloglinsky district, which create conditions for its socio-economic development:

the status of the regional center;

proximity to dynamically developing markets - an advantageous economic and geographical location for establishing economic ties with the Stavropol Territory and the Rostov Region;

favorable geographical location at the intersection of the most important communications (rail, road)

availability of recreational resources.

availability of free production areas with engineering support;

a high level of development of telecommunications, including a high level of penetration of mobile communications;

availability of infrastructure to support small businesses;

developed transport system of the municipality;

a significant complex of special educational institutions;

the presence of a developed financial and credit system;

the presence of traditions in the field of culture, art, sports and the preservation of spiritual values;

tourist attractiveness of the environment of the municipality, its history.

Despite the existing positive trends, there are problems and limitations in the development of the economy and social sphere of the municipality of the Beloglinsky District, which must be overcome in the future and transform them into positive factors of development.

The main factors constraining the social and economic development of the municipality of the Beloglinsky District include:

remote location relative to important urban centers

unfavorable medical and demographic dynamics;

insufficient budget funds for budgetary investments in the development of the economy of the municipality;

insufficient level of material and technical base and provision of qualified personnel of budgetary institutions of the municipality;

a high degree of wear and tear of a significant part of the housing stock and structures, improvement facilities;

non-competitiveness of certain branches of production, both on the external and internal markets;

low investment activity in the municipal sector of the economy;

insufficiently effective mechanisms for the introduction of advanced competitive technologies that set new "points of growth" and ensure the processes of economic, social and cultural development of the municipality;

deformed employment structure - a shortage of highly qualified workers in a number of industries against the background of the revitalization of industry and business.

poor use of tourist potential;

tense ecological situation.

To determine the prospects for the further development of the municipality of the Beloglinsky district, "points of growth" have been identified that can significantly affect the economic potential of the district in the next 10 years:

food industry;

consumer market for goods and services;

construction industry and housing construction;

communication and informatization;

educational complex;

development of tourism.

2.2 The mechanism for implementing the program of socio-economic development of the municipal formation of the Beloglinsky district for 2011-2022

The executive bodies of the administration of the municipal formation, institutions and organizations are the executors for the main activities of the comprehensive program for the socio-economic development of the municipality for 2011-2022.

The coordinator of the implementation of the Program activities is the Committee of Economics of the Administration of the Municipal Formation of the Beloglinsky District. The functions of the coordinator include:

monitoring the implementation of the Program;

preparation of reports on the implementation of the Program;

formation of an annual plan of socio-economic development for the next financial year on the basis of budget applications submitted by the governing bodies of the administration of the municipal formation of the Beloglinsky district, responsible for the implementation of the main directions of the program;

coordination of work on the preparation of amendments and additions to the Program.

The implementation of long-term and medium-term plans for the socio-economic development of the municipality of the Beloglinsky district involves the implementation of measures aimed at achieving the goals and objectives set in them, through the implementation of the annual plan.

The annual plan for the socio-economic development of the municipality of the Beloglinsky district is formed by the coordinator on the basis of budget applications submitted for each area of the socio-economic development of the district by the executors of the Program responsible for the implementation of its main directions. The terms of submission and the form of budget applications are approved by the district administration. The annual plan of socio-economic development of the municipal formation of the Beloglinsky district is considered at a meeting of the Board of the administration of the municipal formation of the Beloglinsky district and is approved simultaneously with the budget for the next financial year.

Financing of medium-term measures from the budget of the municipal formation of the Beloglinsky district is carried out through its responsible executors, who are budget recipients.

The activities and indicators of the program can be adjusted annually, taking into account the results of achieving the set goals and objectives and the funds allocated for its implementation. During the period of implementation of the program, changes and additions may be made to it, a decision on early termination of implementation may be made.

General control over the implementation of the program is carried out by the Administration of the municipal formation of the Beloglinsky district, the control and accounting chamber in the manner prescribed by the regulatory legal acts of the municipal formation of the Beloglinsky district and the region.

Current control over the implementation of the Program is carried out by its coordinator.

Financial control over the targeted use of funds during the implementation of the Program is carried out by the financial department of the administration of the municipal formation of the Beloglinsky district.

The report on the implementation of the Program is developed and submitted to the Legislative Assembly of the Krasnodar Territory in accordance with the procedure established by the Regulation "On the Comprehensive Program of Socio-Economic Development of the Municipal Formation of the Beloglinsky District".

3. The essence of modernization of the planning system of socio - economic development of the municipal formation of the Beloglinsky district

3.1 Comparative analysis of the current state of planning in the municipality of the Beloglinsky district

The topic of this study is of particular relevance in the context of the global crisis and a probable recession, when the strategic plans of many steadily developing regions and municipalities will be “tested for strength”. The relevance of this analysis is also determined by the main goal - to ensure the stable development of the municipality in accordance with the imperatives of our time: balanced socio-economic development that does not destroy the natural environment and contributes to the progress of society.

If we carry out a comparative analysis of the state of planning in the municipality of the Beloglinsky district and the city of Krasnodar, then for a start we can single out general methods that contribute to the formation of sustainable development of the regions:

1) the inclusion of information on the necessary environmental protection measures in the system for the development and adoption of economic decisions;

2) effective support for small businesses to expand the base of economic growth;

3) achieving an optimal balance of powers of the federal government, regional authorities and local self-government;

4) the availability of the necessary financial capabilities for the implementation of the right of the municipality to determine the target guidelines for socio-economic development.

Thus, there are several definitions of the concept of "sustainable development" applicable to large cities and municipalities. In my opinion, one of the most accurate can be considered the following: sustainable development is a stable socio-economic balanced development that does not destroy the natural environment and ensures the continuous progress of society.

The advantage of the city of Krasnodar is the presence of educational facilities (universities, academies, colleges), health care and culture, which creates an attractive living space for the population. The economy of the regional center creates a large number of jobs with high wages, which supports the city's internal market of significant capacity.

However, in addition to the advantages, there are negative features in Krasnodar. One of the most significant is environmental pollution and the increase in funds required to maintain its indicators within the normal range.

In the context of a shortage of all types of resources to ensure sustainable development, it is necessary that the strategy of each municipal formation should take into account its specificity. To ensure sustainable development at the level of the municipality, it is necessary to implement a marketing approach when developing a development strategy.

In my opinion, the analysis for the municipality should be carried out in the following areas:

Analysis of the strengths, weaknesses, opportunities and risks of the municipality (SWOT-analysis);

Analysis of the existing competitors of the municipality;

Comparative analysis of the competitive advantages of municipalities;

Analysis of economic entities operating in the city by industry;

Analysis of existing infrastructures;

Analysis of legislation, financial and political situation;

Analysis of target groups of investors and determination of their needs;

Stakeholder analysis.

To identify the pros and cons in the strategy of social and economic development of Krasnodar, an analysis was carried out in the above areas. Based on the results of the analysis, it is proposed to add a new direction to the existing strategy for the development of the industrial sector: the placement of the industry for servicing the developing resort and recreational complex of the region.

To ensure the comparability of indicators, the comparison must be carried out per one resident of a city or municipality. It was revealed that during the study period Krasnodar is the leader among many cities in a number of indicators: the maximum level of investment in fixed assets, the highest level of wages, the minimum level of unemployment is ensured.

However, the calculation performed makes it possible to assess the socio-economic development of the municipality at a specific point in time. In order to draw a conclusion about the presence of a trend of sustainable development of the city, it is proposed to analyze the growth rates by key indicators of socio-economic development. The analysis of the growth rates of indicators of socio-economic development for 2012-2013. identified the following trends in Krasnodar:

The maximum growth rate for the commissioning of residential buildings (188.2%);

Maximum decrease in unemployment (by 66.7%);

High growth rates of retail trade turnover (173.2%), average monthly wages (170.1%), budget execution on the revenue side (224.1%) and investments in fixed assets (332.7%).

A slight decrease in the population in Krasnodar (by 0.5%);

The smallest growth rate of the volume of shipped goods of own production, works and services performed (138.7%).

The maximum growth rate for the commissioning of residential buildings (12%);

Maximum decrease in unemployment (by 16%)

High growth rates of retail trade turnover (19.2%), average monthly wages (17.1%), budget execution in terms of revenue (41.1%) and investment in fixed assets (39%).

A slight decrease in the population in the Beloglinsky district (by 0.5%);

The smallest growth rate of the volume of shipped goods of own production, works and services performed (23.5%).

Based on the analysis carried out, it can be concluded that Krasnodar has a high level of socio-economic development in comparison with the municipalities of the region and is characterized by high growth rates. However, there are a number of factors that can have a negative impact on the sustainability of Krasnodar's development. Consider these factors and ways to neutralize them.

First, there is a tendency for the share of gratuitous receipts from other budgets of the budgetary system of the Russian Federation to grow in the budget revenues of Krasnodar. If in 2005 it was 35.2%, then in 2007 and 2008 - 42.8% and 43.2%, respectively, which jeopardizes the sustainability of development.

In these conditions, the main task of the social and economic development of the municipality of the city of Krasnodar is to strengthen the financial potential of the city. To further increase the efficiency of budgetary policy as a tool for sustainable development of the municipality, it is proposed to divide local budget revenues into three groups:

1.incomes associated with the economic activity of organizations and citizens that enter the city budget in the form of taxes;

2. income from the use of municipal property, received in the form of rent and fees;

3. income from entrepreneurial activity of the municipality.

This method of analysis makes it possible to find additional opportunities to increase the revenue side of the budget of the municipality at the expense of the third group of revenues, which is currently not used in Krasnodar enough. ...

Secondly, the ecological situation in Krasnodar is alarming.

Air quality assessment is carried out taking into account the standards adopted by the Ministry of Health: maximum permissible concentrations (MPC) and air pollution index (API). The higher the API, the worse the air quality and the higher the likelihood of morbidity in the population. The air pollution index in Krasnodar, according to the Federal Service of Russia for Hydrometeorology and Environmental Monitoring, in 2005 was 9, in 2006 - 10 and in 2007 - 9, which is assessed as unfavorable to health.

The high level of air pollution in the city of Krasnodar is due to the high anthropogenic load on the atmosphere associated with the operation of vehicles, electric power facilities, oil refineries, food processing enterprises, the construction industry, as well as climatic conditions characterized by a reduced scattering ability of the atmosphere.

The acuteness of this problem in Krasnodar is helped to reduce green areas, which, however, cannot fully withstand pollution. Within the city limits of Krasnodar, green spaces occupy an area of about 7 km2, which is approximately 10 m2 per inhabitant, or 55% of the established norm (18.2 m2) of public greenery.

With an increase in production volumes in the city, even greater air pollution may occur, therefore, it is already necessary to strengthen control of environmental protection activities, develop and implement a city target program for creating green areas within the city in the volumes provided for by standards.

Third, Krasnodar is already experiencing a shortage of energy, which in the future threatens to become a serious obstacle to the sustainable development of the city. To neutralize this factor, it is necessary to develop and implement a city target program aimed at energy saving and increasing energy efficiency. First of all, it is necessary to carry out work to increase the utilization factor of the installed capacity of the Krasnodar CHPP.

It is necessary to solve the problem of reducing electricity consumption during cold snaps on the basis of a systematic approach: eliminating heat leaks through walls and panel seams, ensuring the supply of heat carriers of the required parameters and keeping the heating main in good condition with proper thermal insulation of pipes. It is also advisable to provide for the creation of enterprises for the production and sale of energy from alternative (renewable) sources.

According to the author, a systematic reference to the benchmarks of "sustainable development", determined in accordance with the mission of the regional center, should be the most important method of forming the Strategic Plan. At the same time, a necessary condition for compliance with the concept of "sustainable development" is the following: meeting the needs of today's generation of people should not pose a threat to future generations.

The transition to sustainable development of the economy of both the municipal formation of the Beloglinsky district and the city of Krasnodar should ensure, in the long term, a balance between solving the problems of the socio-economic development of a city or a municipal formation and preserving a favorable environment.

To ensure sustainable development of the Beloglinsky District, competently organized monitoring of the implementation of the strategic plan is important, which makes it possible to compare the real situation with the planned one and timely adjust the development strategy of the municipality.

Monitoring the implementation of development programs of the municipality is carried out using a system of indicators called indicators. The selection of indicators for monitoring the implementation of the plan is a complex process, on which the objectivity of the assessment and the final conclusions on the effectiveness of the changes implemented in accordance with the plan depend. Through the use of indicators, it is possible to assess whether the objectives set out in the plan have been achieved and whether opportunities have been created to achieve them.

The conducted study of the concept of "sustainable development" allows us to form a list of goals, the achievement of which is necessary for this, and this list is similar to the city of Krasnodar and the municipality of the Beloglinsky district. In my opinion, it would be appropriate to use the following model for the formation of strategic development goals and key indicators of the plan.

The formulated strategic goals at the stage of developing plans are transformed into specific tasks for the development of the city, which can be divided into long-term, medium-term and short-term. The implementation of these goals is monitored by evaluating indicators.

As a result of this study, important trends in the functioning of the city have been identified. Taking them into account and based on modern scientific theories, promising directions for improving strategic planning and managing the socio-economic development of the city are proposed, practical recommendations that should contribute to the growth of investment attractiveness of both the city of Krasnodar and the municipalities of the region, and increase the efficiency of using its resource potential.

3.2 The role and place of planning in the management processsociallyeconomic developmentBeloglinsky district

Federal Law No. 131-FZ, adopted on October 6, 2003, "On the General Principles of Organization of Local Self-Government in the Russian Federation" not only outlined the general principles of the territorial organization of local self-government, but also determined its economic basis.

The law quite clearly spelled out the issues attributed to the competence of self-government bodies of municipalities - this is the ownership, use and disposal of property in municipal ownership, the organization of the functioning of almost the entire infrastructure of the district, city (with the exception of financial) and communications of regional and federal significance. The organization of the functioning of the social sector of municipalities is also referred to the competence of local self-government. Defined the law and means for the implementation of "local issues" - own material and financial resources, with the exception of subventions and subsidies provided from the federal budget and the budget of the constituent entity of the Russian Federation (Article 15, Part 1 of the Federal Law).

With regard to the Beloglinsky District, all this assumes not only exclusively targeted, effective spending of budgetary funds, but also the presence in the municipality of regulatory documents that determine the “rules of the game” common for the population, business and government in the field of industrial, fiscal, economic and social politics for a fairly long term.

As such documents, coordinating the joint actions of the authorities, the population and business entities in order to effectively develop the municipal district, urban district, there are currently a variety of documents: concepts, strategies, comprehensive programs and plans for the socio-economic development of the municipal formation of the Beloglinsky district, investment programs.

The developers of the existing planning and forecast documents of municipalities are missing one of the main aspects of planning that determines its subsequent effectiveness. Namely: the form, type, structure, methodology and methodology for the formation of planning and forecast documents should correspond to the general algorithm for the preparation, adoption and implementation of managerial decisions at the level of the authorities of the corresponding administrative-territorial units.

The main function of territorial planning at the level of the municipality of Beloglinsky District should, in my opinion, be the formation of conditions for achieving the accuracy of focusing administrative decisions of the authorities both at the current moment and in the long term.

There is an obvious need to speed up the process of developing planning and forecast documents that correspond in structure and content to qualitatively new management tasks; such work in the municipality of Beloglinsky District is being carried out extremely slowly.

The main tasks of the municipal administration lie mainly in the plane of life support of the population living on its territory, i.e. in the plane of social development of the territory.

However, the social development of the municipality Beloglinsky district presupposes a qualitative change in the basic characteristics of the population's vital activity not only during leisure, but also during the period of its economic and economic activity. This inevitably leads to the emergence and reproduction of a whole complex of processes, interconnections and relations of local government bodies, economic entities and the population.

On the one hand, the successful development of economic entities is the basis for ensuring the normal life of the population, increasing its purchasing power, improving welfare and living standards. On the other hand, excessive production and economic activity of economic entities can lead to negative consequences for the environment and, ultimately, a decrease in the quality of life of the population.

Thus, in order to fulfill its functions, local self-government should have an effective tool for regulating reproduction processes in the territory of a municipality in the interests of the entire local community and a clear municipal social and economic policy for a sufficiently long period of time.

Conclusion

Recent reforms in Russia are yielding positive results. An integral part of the ongoing administrative reforms in many countries are measures to improve the efficiency of the state apparatus and its individual structures. An effective government apparatus means that each ministry, department or institution uses its power and resources to achieve goals and standards in the most cost-effective way. This is achieved through the implementation of measures for the use of strategic planning management. This work considered the issue of the implementation of strategic planning in the municipality.

The first section of the work was devoted to the consideration of the theory on this issue. It was found that the starting point of strategic planning is goal setting. Another major aspect of the strategy process is the environmental (external) environment and the internal environment. The next phase of decision-making in the strategic planning process: analysis of alternatives and choice of strategy. This phase is the “heart” of the strategic planning process, where various methodologies are mainly used to identify potential opportunities and threats. The next step in the strategic planning process is to evaluate the options for the strategy.

The second section determined the mechanism of strategic planning on the example of the municipal formation of the Beloglinsky district. Strategic planning plays a major role in the municipality. As follows from the definition of strategic planning, and, consequently, the resulting strategic management of the economy, it is aimed at finding new opportunities in a difficult economic situation, tracking and adapting to the economy in the region and solving problems for the development of the municipality. In addition, strategic planning is aimed at the dynamic balance of municipal authorities. The main tasks of the municipality are: strategic analysis, planning and forecasting, taking into account the trends in the economic development of the Russian Federation and the world economy. As a result, we can draw the following conclusion that the administration of the municipality of the Beloglinsky district has the necessary potential to implement the assigned tasks.

The strategic planning system of the administration includes: a system of plans, a planning process, a planning management subsystem, a subsystem of organizational survey, information support and decision-making. When considering this issue, the mechanism of its functioning in the implementation of the strategic planning process has been determined.

The final section of the course work identified the shortcomings arising from strategic planning and directions for their elimination and improvement.

Thus, I considered the issue of strategic planning of the municipality using the example of the Beloglinsky district, where answers to the tasks were found while achieving the main goal - improving the strategic planning system at the level of the municipality, namely:

the need to study the theoretical foundations of strategic planning, taking into account the stable traditions of regional and local self-government;

the strategic planning process is an important stage in goal setting or mission in the administrative economy;

the development of a strategic plan should be carried out on the basis of the existing analysis of the socio-economic situation in the municipality, aimed at identifying the most important characteristics of the municipality, the main conditions for its development, competitive advantages and disadvantages.

The strategy should be more systematic, take into account, whenever possible, all the accumulated knowledge, be innovative.

Providing an information process during strategic planning in the implementation of the developed strategy.

Make wider use of professionals from other industries, providing a broader and more complex mindset.

Improving the efficiency of spending budget funds.

Attraction of investments, stimulation of investment attractiveness of objects and the opening of new highly efficient production facilities in the municipality.

Improving the efficiency of municipal economy management:

formation of a competitive environment in the field of municipal economy.

stimulation of energy saving.

Creation of favorable conditions for the expansion of domestic demand, which, first of all, requires a decrease in the level of poverty and an increase in the targeting of social support for the population.

Improvement of a favorable environment for the development of entrepreneurship and elimination of administrative barriers.

Development of new projects to improve the efficiency of the use of municipal land resources.

Thus, he examined in detail the use of this direction, suggested ways to improve the quality of strategic planning.

List of sources used

1. Federal Law of 22.01.1998, No. 2 "On the foundations of the municipal service of the Russian Federation."

2. Federal Law of 06.10.2003, No. 131-FZ "On the general principles of the organization of local self-government in the Russian Federation."

3. Decree of the President of the Russian Federation of 11.06.1997, No. 568 (as amended and supplemented from 24.11.2002) "On the main directions of the reform of local self-government in the Russian Federation."

4. Boguslavsky A. Problems of strategic planning of socio-economic development of Russian cities // Market Central Bank-2003. - 90 p.

5. Gaponenko A.L., Melkov S.B., Nikolaev V.A. Municipal administration: social and economic development of the city - M .: 2002. - 148 p.

6. Gusev Yu.V. Strategic management. Novosibirsk, NGAEiU, 2005 - 130 p.

7. Problems of modern public administration in Russia. Materials of the scientific seminar / Pod red. IN AND. Yakunin; Center for Problem Analysis and Public Administration Design. Issue No. 3. - M .: Scientific expert, 2006. - 112 p.

8. Management in Russia and abroad. Magazine. No. 2/11. Publishing house "Finpress". - 80 p.

9. Comprehensive program of socio-economic development of the municipality Beloglinsky district for 2011-2022, 2011

More on the topic § 2. Planning the socio-economic development of the municipality:

21. PLANNING OF SOCIO-ECONOMIC DEVELOPMENT OF MUNICIPAL EDUCATIONS
§ 1. Planning the economic and social development of the municipality. Assistance in the development of sectors of the national economy
7.2. Analysis, forecasting and planning of social and economic development of the municipality
7.1. Conditions and factors of socio-economic development of the municipality
7.5. Attraction of investments in the socio-economic development of the municipality
Chapter 7 MANAGEMENT OF INTEGRATED SOCIO-ECONOMIC DEVELOPMENT OF MUNICIPAL EDUCATION
2.1. Municipal formation as a socio-economic system
13.5. Planning the development of the territory of the Russian Federation, constituent entities of the Russian Federation, urban and rural settlements, other municipalities
§ 3. Budget planning as an element of management of a municipal formation 3.1. Budget management is one of the ways to manage a municipality
Forecasting and planning of socio-economic development
Forecasting and planning of socio-economic development

- Codes of the Russian Federation - Legal encyclopedias - Copyright - Agrarian law - Advocacy - Administrative law - Administrative law (abstracts) -

Introduction

Chapter 1. Theoretical foundations of programs for the socio-economic development of municipalities

1 The concept of socio-economic development of the municipality

2 The concept and classification of programs for the socio-economic development of municipalities

Chapter 2. Practical aspects of the development and implementation of programs for the socio-economic development of municipalities

1 Activities of local governments in the field of socio-economic development

2 The main problems of implementing programs for the socio-economic development of municipalities

Conclusion

List of sources and literature used

INTRODUCTION

Relevance: the socio-economic development of municipalities plays a special role in the system of municipal government. That is why the relevance of integrated and sustainable socio-economic development of municipalities has significantly increased recently. This was facilitated by a number of circumstances, of which the most significant should be attributed:

entry into force on January 1, 2009 in full volume of the Federal Law of October 6, 2003. No. 131-FZ "On the General Principles of Organization of Local Self-Government in the Russian Federation", which assigned the powers of local self-government bodies to adopt and organize the implementation of plans and programs for the integrated socio-economic development of municipalities;

preparation by federal executive authorities of a conceptual framework for the regional policy of the Russian Federation as a component of the Concept of long-term socio-economic development of the Russian Federation;

speech by V.V. Putin at an expanded meeting of the State Council of the Russian Federation on February 8, 2008 "On Russia's development strategy until 2020," which gave impetus to the transition at all levels of government to strategic planning and became the basis for the formation of a new ideology of strategic planning at all levels of government.

An important milestone in the transition to long-term planning of the socio-economic development of municipal formations was the publication of the Decree of the President of Russia dated April 28, 2008 No. 607 "On assessing the effectiveness of the activities of local self-government bodies of urban districts and municipal districts", according to which local communities of the indicated categories of municipal formations received a list of indicators that will help to determine the priorities of the socio-economic development of municipalities. At the same time, by the Decree of the President of Russia, mechanisms of control over local self-government bodies by residents of municipalities were determined.

All this indicates that in the near future the development of municipalities should acquire a planned and directed character.

The aim of the course work is a comprehensive study of the features of programs for the socio-economic development of municipalities.

The purpose of the work determined the setting of the following tasks:

to determine the components of the socio-economic development of municipalities;

to get a general understanding of the programs for the socio-economic development of the municipality;

to identify the main problems of the implementation of programs for the socio-economic development of municipalities;

The object of the research is the program of socio-economic development of the municipality.

The subject of the research is consideration of the regulatory framework, domestic educational and monographic literature, as well as dissertation research on the selected topic.

Theoretical and methodological basis: the regulatory and legal basis of the study is based on the Constitution of the Russian Federation, the Constitution of the Republic of Sakha (Yakutia), Federal Law of October 6, 2003. № 131-FZ "On the general principles of the organization of local self-government in the Russian Federation." The work uses logical research models, analogy methods, assessment methods.

Analysis of the studied sources and literature: the work studied theoretical studies in the field of this topic by such authors as Volgin N.A., Volkov Yu.G., Zotov V.B., Voronin A.G., Kuznetsova O.V., Martynov M.Yu. etc. Also, practical developments were analyzed to solve the main problems of the socio-economic development of the territory of the following authors: R.Kh. Idilova, V.A. Lapin, V.N. Mokryi, V.V. Popov. etc.

The practical significance lies in the generalization of the material and the acquisition of knowledge in order to increase the level of education and use in professional activities.

The course project consists of an introduction, two chapters, a conclusion, a list of used sources and literature.

1. THEORETICAL BASIS OF PROGRAMS FOR SOCIO-ECONOMIC DEVELOPMENT OF MUNICIPAL EDUCATIONS

1 The concept of socio-economic development of municipalities.

The socio-economic development of a municipality is a complex concept. Activities to ensure the integrated socio-economic development of the municipality include many areas of life and various forms of interaction of many subjects of this development. Complexity - completeness, consistency and interconnectedness of analysis, planning and management. From an economic point of view, the integrated development of a territory is an interconnected proportional development of industrial infrastructure facilities in a given territory.

The concept of socio-economic development combines economic and social development. Thus, economic development is a structural restructuring of the economy in accordance with the needs and priorities of social development. The main indicators of the economic development of the country's territory are: an increase in gross domestic product or gross national product per capita.

Social development is a set of economic, social, political, spiritual processes taking place in a society, where society is viewed as a complex self-organizing system; the leading role is played by adaptive processes aimed at solving problems that arise during the interaction of system elements.

Thus, the content of activities for the socio-economic development of a particular territory is largely determined by the real state of its economy and social sphere, achieved by the time decisions on development are made; tasks recognized by society and the state as relevant for the coming period of development; the volume of allocated resources, the state of business activity of the subjects of territorial development, as well as the quality of management decisions taken by the relevant public authorities to solve these problems. The urgent tasks of the upcoming period of territorial development arise from the need to take into account the peculiarities of the social and economic situation of the territories of modern Russia, the priorities of state policy, as well as from the need to form new national traditions of territorial development management, based on the new state structure of Russia.

Among several fundamental principles of economic policy, one can single out the principle of priority, i.e. concentration of efforts of the municipality on key areas of local development through financial, tax and legal mechanisms. The regional priority approach to economic and social development, being one of the main tasks of municipal policy, should be based on an appropriate basis. The methodological basis for determining regional priorities is the scientifically grounded selection of regions and areas of the economy that require priority development and claim large-scale, effective and multifaceted support.

State forecasting is based on the Federal Law of July 20, 1995. No. 115-FZ "On state forecasting and programs of socio-economic development of the Russian Federation." This law does not touch upon the issue of developing a comprehensive forecast and concept of economic and social development for economic regions. Meanwhile, in the literature it is noted that "the development of economic regions is extremely necessary, and they should be prepared according to a single method."

It seems to me that in order to solve this problem, it is necessary to determine the socio-economic possibilities of the municipality. In strategic terms, the region should build its socio-economic policy mainly by its own resources and resources.

The essence of the socio-economic potential lies in ensuring the development of productive forces, production relations and is comprehensively considered using a systematic approach as an integral part of the national economic complex. One cannot but agree with the opinion that “when characterizing the socio-economic potential of the region as a whole, and a particular municipality in particular, it is necessary to take into account: the complexity of ecological, economic and social development; common nature management and environmental protection tasks; territorial community of production; the relative stability of the population and the unity of the system of settlements; the unity of the social infrastructure system ”. The socio-economic potential of a municipality consists of many components, which can also be called the corresponding potentials, and their number will depend on the degree of detail, the characteristics of local development. The functioning of the socio-economic potential provides for the interaction of all elements of local reproduction.

A benchmark for socio-economic policy is a system of indicators, or indicators: lower threshold values, the transition beyond which leads to social tension, and subsequently - to a threat to economic and public security, and upper, including minimum, with a gradual approach to rational social standards of the level and quality of life of citizens. These social indicators should include the amount of income (including the size of wages, pensions, scholarships, benefits, a living wage), consumer price index, wage arrears, unemployment rate, the ratio of incomes of the most and the least secured population, etc.

The threshold value that fixes the possibility of social conflicts is, as world experience shows, the dissatisfaction of 30% of the population with their standard of living (this includes about 10% of those who have an income below the subsistence level, and 20% of those whose income is 40 - 50% minimum; together they constitute a group of social discontent).

Along with this, the UN proposed to assess the rating of countries according to the aggregate human development index. It takes into account life expectancy at birth, adult literacy rates, average enrollment rates, and GDP per capita income.

The standard of living of the population is the most important generalizing social indicator that gives an idea of the well-being of society as a whole, the main socio-demographic groups of the population or individual citizens and their families, which makes it possible to assess the effectiveness of the socio-economic policy of the state. The standard of living characterizes the state and development of the needs of citizens for material, spiritual and social benefits and the degree of satisfaction of these needs.

Quality of life is a set of indicators reflecting not so much the level of consumption of goods and services as the social results of the economic development of the state, such as fertility and mortality, average life expectancy, the level of morbidity of the population, working conditions and safety, ensuring human rights, the degree of social protection of the population , its differentiation by income level.

The quality of education is one of the main characteristics of education, showing the degree of assimilation of knowledge, skills and abilities. One of the tasks of the welfare state is to ensure the reality of all citizens of Russia receiving a high-quality education, updating knowledge with a view to their effective application in scientific and practical activities.

The quality of social services for the population is the degree of realization of the constitutional rights of citizens who find themselves in difficult life situations to meet their basic life needs. The ability to exercise these rights depends on:

Compliance of the actual level of social services established by legislative and other regulatory legal acts, state standards for the list of services provided, in terms of the volume of services, the regularity of their provision and compliance with the rules for the provision of services;

Compliance of the list and level of services provided to the requirements of the normal life of those in need, meeting the achieved level of consumption in society.

As for the social sphere, it is based on the system of social relations between people and their associations, which form various social systems together with the infrastructure of public life necessary for their functioning. The social sphere acts as an object of interaction between the social state and its social policy, the main meaning of which is in its optimization: giving a more harmonious character of national ties and relations in society based on solidarity and cooperation between different social communities and their constituent citizens, between them and power, etc. Such optimization of social relations presupposes the creation of the most favorable conditions for the life of representatives of all social communities, the entire population, which in turn presupposes the development of social infrastructure and the improvement of the activities of its constituent institutions - scientific, educational, medical, cultural and educational, etc., providing social assistance. and services of citizens.

For effective management of the social sphere of the municipality, it is necessary to scientifically substantiate the goals, indicators of the timing, rates and proportions of the development of social processes, i.e. carry out regional social planning.

The objects of regional social planning are each of the spheres of public life in the region, and the processes taking place in various sectors of the social sphere.

The development of the social sphere is the most important direction of the internal policy of the state, ensuring the well-being and all-round development of citizens. The signs of the welfare state are not so much the declared rights to work, rest, social security, housing, health care, education, etc., as their implementation, the real availability of social benefits to the absolute majority of the population. In the literature, it is often noted that a general indicator of the development of the social sphere is an increase in the standard of living, an increase in the income of the population while reducing the gap in incomes between the rich and the poor, which contributes to the expansion of domestic demand and the production of products of domestic enterprises.

The current state of the social sphere cannot be called satisfactory. Market economy has inflicted tangible damage on it in all areas and industries. Established during the Soviet period, social support enterprises (sanatoriums, rest homes, children's camps) with the transition to the market were considered non-core and burdensome to maintain. The social facilities transferred to the balance sheet of municipal enterprises were not provided for more than 10 years with funds even for routine repairs and created problems primarily for regional and municipal authorities. Social development has narrowed down to mitigating the negative consequences of reforms and supporting the poor, which does not allow the country's labor, intellectual and creative potential to be fully involved in the economy.

The social sphere, like no other, is based on a normative method of planning and financing, a system of social standards. Building a system of state social standards is the most important direction for improving the management of social processes, overcoming negative phenomena in the social sphere.

2 The concept and classification of programs for the socio-economic development of municipalities

January 2009 ended the transition period associated with the entry into force in full of the Federal Law of October 6, 2003 No. 131-FZ "On the General Principles of Organization of Local Self-Government in the Russian Federation." The most important result of this period is the creation in the Russian Federation of about 12 thousand new municipalities (in particular, 446 municipalities are registered on the territory of the Republic of Sakha (Yakutia), of which 34 are municipal districts, 2 urban districts, the rest are urban and rural settlements), whose residents at the end of the transitional stage, they become full-fledged subjects of territorial development.

In accordance with the current legislative right to develop, adopt and organize the implementation of plans and programs for the socio-economic development of a municipal formation, local self-government bodies of all categories of municipalities are endowed.

The program of socio-economic development - the content and plan of activities outlining the main goals and objectives of solving problems dictated by the needs of the municipality, the nature of the activities, specifying the terms of use and determining the participants in the processes and their role functions for the production of works, services, production and receipt of budget revenues ...

Scientists note that the programs of social development of municipalities set tasks to scientifically substantiate the goals, indicators of the timing, rates and proportions of the development of municipal social processes. They define goals for each of the branches of the social sphere, their quantitative and qualitative characteristics in a given time frame. The objects of such programs are economic, legal, cultural, demographic, national-ethnic and other aspects of the development of the social sphere of the corresponding municipality. In the formation and implementation of social development programs, the priority is to implement the following functions of social policy:

Increasing the income of the population;

Counteraction to the tendency of a worsening demographic situation, acute manifestations of population depopulation in a number of regions;

Preventing mass poverty of the population, especially underdeveloped and depressed regions, curbing the process of property stratification into the poorest and richest;

Minimizing the negative consequences of mass unemployment, especially in industrial areas;

Targeted assistance to the population in crisis;

Taking additional measures in relation to the population in distress.

To implement the planned programs, it is necessary to additionally develop and implement economic, organizational and technical measures, classified according to sectoral and territorial characteristics. In addition, the literature also notes that in addition to expanding and developing sectors of the social sphere, the goal of programs for the socio-economic development of municipalities includes increasing the efficiency of the functioning of existing social systems. Because an effectively operating social system ensures the solution of issues of social protection of the population, an increase in the standard of living, a decrease in differentiation in the income of the population, and the maintenance of social standards.

Programs for the socio-economic development of the territory should be developed taking into account the scientific feasibility of the possibilities of their practical implementation. In order to fulfill these conditions, the developed projects must be assessed before they become legally binding through a project analysis.

A number of analytical methods and methods have been developed to carry out project analyzes of socio-economic development programs. When determining the value of a program project, the possible situation in the socio-economic sphere is compared without the implementation of the proposed program and during its implementation at various stages. The task of the project analysis is to determine the ratio of the costs incurred and the positive consequences of the project, i.e. the effectiveness of the program for the socio-economic development of the municipality at various stages of its implementation.

Design analysis is based on predictive estimates of future events. In a number of cases, many external effects from the implementation of programs cannot be quantified in the course of the project analysis; in this case, it is necessary to make an expert assessment of their qualitative state. In the alternative projects proposed for consideration, many of the benefits and costs cannot be accurately determined. It is often not possible to unify programs or their sections. In these cases, one has to use traditional analysis, and in the decision-making process, the use of intuition and the manifestation of subjectivity are not excluded.

The opinion is expressed that the main role in the development and implementation of municipal programs for the development of the social sphere is assigned to the state executive authorities of the region. The basis for decision-making is comparing the indicators of the development of social infrastructure with the normative ones or determining the actual indicator adopted to characterize a certain sector of the social sphere. The dependence of the social sphere on the production and consumption system requires adjusting the decisions made based on the existing production and financial capabilities. Therefore, the program for the development of the social sphere of the municipality should combine macroeconomic management with the regulation of prices and incomes, targeted use of budget funds and loans, and the introduction of antimonopoly regulation. When developing social plans designed for specific periods, it becomes possible to apply social standards to determine the relationship between production and non-production spheres, structures of capital investment and employment, etc.

Depending on the territorial management system of socio-economic development:

Municipal;

Regional;

Sub-federal (inter-regional).

In this connection, the potential subjects of the complex social and economic development of the territory in a democratic state structure are:

The local community (population) of the settlement as a whole, as well as individual social groups represented by public associations (youth associations, sports clubs, women's organizations, associations of veterans, chambers of commerce, etc.);

Local government bodies of the settlement;

Local self-government bodies of neighboring municipalities interested in the development and implementation of inter-municipal cooperation programs;

Local self-government bodies of the municipal district, which includes the territory of this settlement;

State authorities of the constituent entity of the Russian Federation, on the territory of which this settlement is located (they are especially interested in participating in the development of this settlement if there are state-owned objects of regional significance on its territory);

State authorities of the Russian Federation (if there are federal property objects on the territory of this settlement);

Economic entities with infrastructure facilities on the territory of a given settlement, as well as interested in the development of economic activity on the territory of this settlement.

In other words, programs of socio-economic development in Russia are developed at the federal, regional and local levels. They set goals for the development of health care systems, education, employment and decent working conditions. “All three levels are in continuous interaction, are interdependent and constitute an indissoluble unity. Therefore, social policy, which already at the stage of formation is a tripartite process of developing mutually agreed principles for solving social problems, is usually called the triune social policy. " The implementation of such a policy through the development and implementation of social development programs also occurs at all three levels, which are an integral system.

Depending on the object of municipal socio-economic planning:

Territorial, when the object of planning is a specific territory (both for the subject of the Russian Federation as a whole, and in a specific region, city, village);

Functional, when the object of planning is a specific sphere of public life, specific social processes in the sphere of culture, education, health care, consumer services;

Complex, incorporating planning objects of territorial and functional sections.

Depending on the prospects for the implementation of socio-economic development programs:

Short-term ones are developed for a development period of up to 1 year;

Medium-term ones are developed for a development period of 1 to 3 years;

Long-term ones are developed for a development period of 3-5 years.

This classification by timing can favorably affect the effectiveness of program implementation, indicating specific and priority goals and objectives for a certain period of development.

2. PRACTICAL ASPECTS OF DEVELOPMENT AND IMPLEMENTATION OF PROGRAMS FOR SOCIO-ECONOMIC DEVELOPMENT OF MUNICIPAL EDUCATIONS

1 Activities of local governments in the field of socio-economic development

According to Article 132 of the Constitution of the Russian Federation, the competence of local authorities includes the solution of issues of local importance, for example, issues of the economy (management of municipal property, etc.), politics (municipal elections), the field of social relations (public works), education, culture.

Subjects of local self-government in accordance with the Federal Law "On General Principles of Organization of Local Self-Government in the Russian Federation" includes three categories:

local issues

certain powers of state bodies, which may be vested in local self-government bodies

powers delegated by other local government bodies (for example, higher echelons) on a contractual basis.

Solving these issues and exercising their powers, the bodies and officials of municipalities have as their main task the comprehensive socio-economic development of the municipality, the satisfaction of the legitimate interests and ensuring the rights of the population (including those temporarily located in this territory).

Issues of local importance are issues of direct support for the life of a municipal formation, if they are not attributed by law to the competence of the Federation or its constituent entities. Federal Law No. 131-FZ refers to issues of local importance:

In the economic and financial sphere;

In the field of social relations and culture;

In the field of public order protection;

In the field of legal activity.

The main goal of the activities of local self-government bodies is to resolve issues related to meeting the household, social, educational, medical and other vital needs of the population of municipalities. For this "financial and material resources are transferred to the disposal of municipalities, due to which local public authorities organize the provision of appropriate services and goods to the population on the territory of municipalities."

Federal Law No. 131-FZ "On the General Principles of Organization of Local Self-Government in the Russian Federation" introduces significant changes in the powers of the authorities of the constituent entities of the Russian Federation and municipalities in the field of social development. So, the powers of local self-government bodies include:

Organization of the provision of emergency medical care (with the exception of air ambulance), primary health care in outpatient clinics and hospitals, medical care for women during pregnancy, during and after childbirth;

Organization of the provision of public and free primary general, basic general, secondary (complete) general education for basic general education programs, with the exception of the powers to provide financial support for the educational process, attributed to the powers of state authorities of the constituent entities of the Russian Federation; organization of additional and publicly available free preschool education in the territory of the municipal district, as well as the organization of children's recreation during vacation time;

Organization of funeral services and maintenance of burial sites;

Creation of conditions for the organization of mass recreation and leisure.

In this regard, I believe that control over the use of powers transferred to municipalities should be carried out either by state bodies of a constituent entity of the Federation, or by a specially created body of local self-government. So, it is possible to propose the creation of a control and audit body, possibly on a voluntary basis. Their responsibilities will include the following:

bringing to the population of the municipality information about existing and newly adopted programs;

control over the implementation of the points of the program of socio-economic development by the municipality;

report to the public on the progress of work and the received (or not received) results.

It seems to me that it is necessary to determine the socio-economic capabilities of the municipality. Strategically, the municipality should build its socio-economic policy mainly with its own resources and resources.

It should be noted that the implementation by local self-government bodies of their powers also depends on how effectively they will use the resources at their disposal. For this, local governments must ensure the comprehensive development of the main sectors of the municipal economy, the private sector of production and consumption, as well as the social sphere of municipalities.

The program-targeted approach is the most optimal for the development of programs and involves the development of appropriate goals for socio-economic development in the production and social spheres, the definition of construction or reconstruction projects, and the determination of the implementation time frame.

In the development of programs for the socio-economic development of municipalities, the following phases can be distinguished.

1. Pre-investment phase, which includes:

Researching investment and market opportunities;

preparation of a preliminary feasibility study;

development of a feasibility study;

expert opinion.

Investment phase, including:

organizational work;

design and survey work;

approval and examination;

delivery of the program for its further implementation.

An implementation phase consisting of:

monitoring, control, operational management;

identifying the shortcomings of the program;

correction and correction of deficiencies in the program.

Separately, I would like to touch upon the process of adopting a program for the socio-economic development of municipalities of the Republic of Sakha (Yakutia). Conventionally, based on the established practice of adopting programs, as well as taking into account the existing regulatory framework, the following stages are distinguished:

creation of a working group to study the main problems and opportunities of a particular municipality. At this stage, the developers of the program and the scientific leader of the project are determined;

preparation of a draft program for the socio-economic development of the municipality. The program for the socio-economic development of the municipality should be developed in accordance with the methodological recommendations of the Ministry of Economic Development and Trade of the Russian Federation and the Ministry of Economic Development of the Republic of Sakha (Yakutia). The components of the program should be: an introductory brief description of the municipality, a table of contents, a passport, which contains the goals, objectives, timeframes for the implementation of the program, a list of subprograms, amounts and sources of funding, etc., as well as a specific plan for the production of works, services, production and receipt of incomes to the local budget to meet the urgent needs of residents of the municipality in certain areas of socio-economic development);

coordination of the draft program with interested ministries and departments. The draft program must be agreed with eighteen members of the Government of the Republic of Sakha (Yakutia) with conclusions without comments. If there are comments from ministries and departments, they should be taken into account in the project and (or) removed;

consideration of the draft program at the Economic Council under the Government of the Republic of Sakha (Yakutia);

2 The main problems of implementing programs for the socio-economic development of municipalities

social economic municipal program

To fulfill the priority tasks and areas of socio-economic development of municipalities, it is necessary to form and implement the corresponding municipal plans and programs. On their basis, expenditures from local budgets and all economic activities of local authorities should be carried out.

At the same time, at present, local governments do not have enough financial resources for the formation and implementation of municipal plans and programs of socio-economic development, for the implementation of capital investments and budgetary investments in the development of the economy of the respective territories. In the context of the municipal reform, the lack of revenue sources of local budgets does not allow local governments to ensure the full and high-quality execution of their powers.

First of all, this is due to the fact that the amount of financial resources required to fulfill the expenditure obligations of municipalities was determined at a level lower than their real needs. One of the main reasons for the deterioration of the financial situation of municipalities was the assignment of additional issues of local importance to municipalities without transferring the corresponding revenue sources to local budgets.

One cannot but agree that "the socio-economic development of municipalities is provided by local governments not only at the expense of financial resources, but also material resources." Municipal property is necessary for local governments to generate non-tax revenues of local budgets, create a favorable environment for attracting investments in the municipal sector of the economy, support medium and small businesses, as well as develop market mechanisms for the use of land and property.

In order to meet the needs of the population of municipalities in public services and create favorable conditions for its life, local governments interact with various commercial organizations and coordinate their activities in the areas of trade, communications, public catering and consumer services, land use, urban planning, environmental protection, etc. .P. Intersectoral interaction is the mutual influence of the state, business and civil society organizations in the process of their joint activities. Its essence is manifested in the coordination of their fundamental "corporate" interests, as well as in the ability of these diverse socio-economic forces to creative cooperation in the name of achieving the goals of the whole society. The economic and social components of society mutually complement each other, ensuring an uninterrupted exchange of information and material resources within the municipality.

Having studied the theoretical aspects of the topic under study, some problems have been identified that arise in the development and implementation of municipal programs of socio-economic development.

So, at present there are a number of shortcomings in the economic mechanism of federal relations. For example, uncoordinated forms of financial support for the regions. The fundamental principle of the Constitution of the Russian Federation is being violated - equality of rights in relations with the center. As a result, federal budget expenditures are overestimated, and incentives for development in subsidized regions disappear.

In addition, the socio-economic development program should be dictated by the needs of the municipality and represent a specific plan for the production of works, services, production and receipt of budget revenues to meet the urgent needs of residents of the municipality, and not just a document containing a formal set of numbers, execution which cannot be controlled.

One of the main problems of national economic forecasting is the development of a general concept of socio-economic development, which, along with the qualitative content, has sufficient quantitative certainty, i.e. not only the substantiation of the hierarchical system of attitudes, but also the amount of material resources that ensure their achievement. The creation of a system of indicators that adequately reflects the most important problems of social development in the long term is hindered by an exclusive orientation in measuring changes in the standard of living towards flows reflecting the amount of consumed goods, and the lack of satisfactory approaches to studying the movement of stocks of the entire aggregate of socially significant goods at hand. Problematic at present are the issues of determining the effectiveness of the activities of institutions providing public services, their relationship and interdependence. To solve them, first of all, it is necessary to establish criteria for the effectiveness of public services, an indicator of efficiency and a methodology for calculating them.

In this regard, we can support the opinion of R.Kh. Idilova, who proposed a three-level methodology for assessing the effectiveness of a socio-economic development program:

Local level of assessment. For the economic justification of a project, the methods of calculating commercial efficiency are traditionally used, which characterize the economic potential, financial stability, costs and results of production activities.

The level of the local community (local socio-economic system). The methodological basis of work at this level is made up of program-targeted methods. The program is presented as a set of measures for the development of the local community, taking into account all existing infrastructures and the procedure for implementing these measures.

The regional level of assessment is carried out on the basis of the compliance of the expected results of the program with the priorities of the socio-economic development of the region.

It should also be noted that many targeted programs (both federal and regional) are designed for co-financing from local budgets. The imbalance of local budgets has led to a deterioration in the socio-economic situation of municipalities, as well as to a decrease in the level and quality of municipal services provided to the population. A balanced budget depends not so much on the level of economic development of the region as on the willingness or unwillingness of the regional authorities to adopt and execute balanced budgets. A striking example of a significant imbalance in the regional budget with relatively high budget revenues is the Republic of Sakha (Yakutia). This imbalance in the republican budget is explained by the high share of social spending. So, education since 1993 has been one of the main priorities of the social policy of Yakutia. It is possible that under other economic conditions such social spending would be fully justified, but given the current level of budget revenues in Yakutia, the volume of social spending is clearly exaggerated. Moreover, according to experts, in the past years in Yakutia there were much more pressing problems, there were more important objects for financing, including infrastructure.

To solve this problem, it is possible to recommend (as it was in the Siberian Federal District) to develop and send to each village council methodological recommendations on the formation of annual, medium-term and long-term programs of socio-economic development of each municipal formation.

Thus, having considered the theoretical foundations for the development and implementation of programs for the socio-economic development of municipalities, the following conclusions can be drawn.

The socio-economic development of a municipality should include many areas of life and various forms of interaction of many subjects of this development as an interconnected proportional development of sectoral infrastructure facilities in a given territory.

The program of socio-economic development should contain an activity plan outlining the main goals and objectives of solving problems dictated by the needs of the municipality, the nature of the measures, specifying the terms of use and determining the participants in the processes and their role functions for the production of works, services, production and receipt of budget revenues. To solve this problem, it is necessary to determine the socio-economic capabilities of the municipality. In strategic terms, the region should build its socio-economic policy mainly by its own resources and resources.

Depending on the territorial management system of socio-economic development, one can distinguish municipal, regional, sub-federal (inter-regional) programs; depending on the object of municipal socio-economic planning - territorial, functional, complex; depending on the prospects for the implementation of socio-economic development programs - short-term up to 1 year, medium-term from 1 to 3 years, long-term 3-5 years.

The right of the municipality to develop programs of socio-economic development is legally enshrined.

The main problems of the implementation of programs for the socio-economic development of the municipality include:

the absence on the ground in most municipalities of a controlling state body over the use of the delegated powers;

blurred system of state social standards to improve the management of social processes;

lack of criteria for the effectiveness of public services, performance indicators and methods for their calculation.

To increase the efficiency of the implementation of programs for the socio-economic development of the territory, it is necessary to strengthen financial support at the federal (republican) level (development and protection of grant projects, entry into federal and republican programs), as well as to seek opportunities for additional funding to the municipalities themselves (leasing municipal property, including land, sale of unprofitable objects, which eliminates the cost of their maintenance; the creation of municipal unitary enterprises; development of social partnership with organizations of small, medium and large businesses). For a more organized work of local authorities, it is possible to propose the creation of a control and audit body, whose responsibilities will include: participation in the preparation of a draft program for the socio-economic development of the municipality; bringing to the population of the municipality information about existing and newly adopted programs; control over the implementation of the points of the program for the socio-economic development of the settlement; report to the population on the progress of work and the results obtained (or not received).

The possible composition of this supervisory body: approximately 5 people leading specialists in their field (for example, 1 school director, 1 head physician, 1 representative from the association of entrepreneurs, 1 specialist in housing and communal services, etc.).

It is also important to develop methodological manuals for the development of programs of socio-economic development, clear criteria for assessing its effectiveness on the part of public authorities.

CONCLUSION

Having considered the problems of implementing programs for the socio-economic development of municipalities, the following conclusions can be drawn.

In the formation and implementation of programs for the socio-economic development of the territory, it is assumed the participation of federal, regional and municipal authorities, since the complex socio-economic development of the municipality should include many areas of life and various forms of interaction of many subjects of this development, as an interconnected proportional development of sectoral infrastructure facilities on this territory.

The program of socio-economic development reflects the main goals, objectives, measures for solving problems dictated by the needs of the municipality, with the specification of the terms and participants in the processes for the production of works, services, production, etc.

The main stages of the adoption of the program for the socio-economic development of the municipality include:

organization of a working group to study the main problems and opportunities of a particular municipality;

preparation of a draft program for the socio-economic development of the municipality;

approval of the draft program by interested ministries and departments;

submission of the draft program for consideration;

implementation of the program for the socio-economic development of the municipality.

Programs can be divided, depending on the territorial system of socio-economic development management, into municipal, regional, sub-federal (interregional); depending on the object of municipal socio-economic planning - territorial, functional, complex; depending on the prospects for the implementation of socio-economic development programs - short-term up to 1 year, medium-term from 1 to 3 years, long-term - 3-5 years.

When analyzing the practical application of theoretical provisions on municipal socio-economic development, some problems have been identified in the implementation of programs for the socio-economic development of municipalities. So, the main problems, in my opinion, include:

insufficient financial resources of local self-government bodies for the formation and implementation of plans and programs for the socio-economic development of municipalities, for the implementation of capital investments and budgetary investments in the development of the economy of the respective territories;

the absence in most municipalities of a controlling body over the use of powers transferred to municipalities;

lack of a system of clear government standards to improve the management of social processes;

the absence of criteria for the effectiveness of public services, an indicator of efficiency and a methodology for their calculation.

To increase the effectiveness of the implementation of programs for the socio-economic development of the territory, it is necessary to strengthen financial support at the state level (such as, for example, the development and protection of grant projects, inclusion in federal and republican programs), as well as to seek opportunities for additional funding for the municipalities themselves (leasing objects of municipal property, including land; sale of unprofitable objects, which excludes the costs of their maintenance; creation of municipal unitary enterprises; development of social partnership with organizations of small, medium and large businesses).

For a more organized work of local authorities, it is necessary to create a local supervisory body, which should include subjectively disinterested persons. So, it is possible to propose the creation of a control and audit body, consisting, for example, of 5 people - leading specialists in their field (one each from a school, a hospital, an association of entrepreneurs, housing and communal services, a cultural institution), whose responsibilities will include, for example:

participation in the preparation of the draft program for the socio-economic development of the municipality;

bringing to the population of the municipality information about existing and newly adopted programs;

control over the implementation of the points of the program for the socio-economic development of the settlement;

report to the population on the progress of work and the results obtained (or not received).

In addition, the program of socio-economic development should be dictated by the needs of the municipality and be a specific plan for the production of works, services, production and receipt of budget revenues to meet the urgent needs of the residents of the municipality. However, it is often seen in practice that the program is socially -economic development - just a document containing a formal set of numbers, the implementation of which cannot be monitored. Most often, this is due to the fact that the project analysis of the program of socio-economic development of a particular municipality was insufficiently carried out.

Thus, on the part of the state authorities of the constituent entity of the Russian Federation, work should be carried out on information interaction with municipalities. In this regard, it is important to develop methodological manuals for the development of programs of socio-economic development, clear criteria for assessing its effectiveness.

An effectively functioning social system should ensure the solution of issues of social protection of the population, an increase in the standard of living, a decrease in differentiation in the income of the population, and the maintenance of social standards.

The implementation of the interests and needs of the population is directly related to the appropriate organization of production, distribution, exchange and consumption of goods and services on the territory of municipalities. Small business takes an active part in all these processes, and the employment of citizens of municipalities, the quality and standard of their life, largely depends on its successful development. In this regard, interaction and cooperation of local self-government bodies with the business community, as well as support and development of small business, are of particular importance for the socio-economic development of municipalities.

LIST OF USED SOURCES AND REFERENCES

1. The Constitution of the Russian Federation of December 12, 1992. (taking into account the amendments introduced by the Laws of the Russian Federation "On Amendments to the Constitution of the Russian Federation" dated December 30, 2008 No. 6-FKZ and dated December 30, 2008 No. 7-FKZ) // Collected Legislation of the Russian Federation. 2009. - No. 4. - Article 445.

2. The Constitution of the Republic of Sakha (Yakutia) // Collection of Legislation of the Republic of Sakha (Yakutia). - 1992 .-- Article 90.

On the general principles of the organization of local self-government in the Russian Federation / Federal Law of October 6, 2003. No. 131-FZ as amended on November 4, 2007. No. 253-FZ // Russian newspaper. 2005. - No. 297.

On state forecasting and programs of socio-economic development of the Russian Federation / Federal Law of July 20, 1995 No. 115-FZ. Ed. July 9, 1999 // Russian newspaper. 1995. - No. 143.

On the assessment of the effectiveness of the activities of local self-government bodies of urban districts and municipal districts / Decree of the President of the Russian Federation of April 28, 2008. No. 607 // Collected Legislation of the Russian Federation. - 2008 .-- Art. 2003.

On the establishment of boundaries and on granting the status of urban and rural settlements to municipalities of the Republic of Sakha (Yakutia) / Law of the Republic of Sakha (Yakutia) of November 30, 2004. 173-З № 353-III // Yakutia. 2004. - No. 245.

Main indicators of socio-economic development of the Republic of Sakha (Yakutia) January - May 2010 Express information No. 99-e // Territorial body of the Federal State Statistics Service for the Republic of Sakha (Yakutia). Yakutsk, 2011.

Key indicators of the economy of municipalities in 2008. Operational data // Territorial body of the Federal State Statistics Service for the Republic of Sakha (Yakutia). Yakutsk, 2008.

Aganbegyan, A. G. Socio-economic development of Russia / A.G. Aganbegyan. - M .: Delo, 2004 .-- 272p.

10. Actual problems of socio-economic development of Russia: Collection of scientific works (issue VIII) / Ed. N.N. Pilipenko. - M .: Dashkov and Co, 2011 .-- 442s.

11. Babun, R.V. Organization of local self-government: Textbook / R.V. Baboon. - SPb .: Peter, 2009 .-- 192s.

12. Volgin, N.A. Welfare state: textbook / N.A. Volgin, N.N. Gritsenko, F.I. Sharkov. - M .: Dashkov and Co, 2004 .-- 416s.

Volkov, Yu.G. Sociology. - Ed. 3rd / Yu.G. Volkov. - Rostov n / a: Phoenix, 2007 .-- 572s.

Denisova, I.P. Social policy: Textbook / I.P. Denisov. - Rostov n / a: Phoenix, 2007 .-- 347s.

Zotov, V.B. Municipal governance: Textbook for universities / V.B. Zotov, Z.M. Makasheva. - M .: UNITI-DANA, 2004 .-- 279s.

Kuznetsova, O. V. Economic development of regions: theoretical and practical aspects of state regulation / O.V. Kuznetsova. - M .: Publishing house LCI, 2007. - 304s.

Martynov, M. Yu. Local self-government in the political system of Russia: Monograph / M.Yu. Martynov. - Surgut: Publishing house of SurGu, 2008. - 198p.

Nesterov, P.M. Regional economy: Textbook for universities / P.M. Nesterov, A.P. Nesterov. - M .: UNITI-DANA, 2010 .-- 447s.

Oreshin, V.P. State regulation of the national economy: Textbook / V.P. Oreshin. - M .: INFRA-M, 2002 .-- 124p.

Republic of Sakha - 2010. - Yakutsk: Bichik, 2011. - 248p.

Municipal Management System: Textbook for Universities / Ed. VB Zotov. - SPb .: Peter, 2008 .-- 512s.

Social policy: Textbook / Ed. ON THE. Volgina - M .: Publishing house of the Russian Civil Registry Office, 2005. - 544p.

Social policy / Ed. ON THE. Volgin. - M .: "Exam", 2008. - 943s.

Khalikov, M.I. The system of state and municipal management / M.I. Khalikov. - M .: Flinta: MPSI, 2008 .-- 448s.

Chirkin, V.E. State and municipal administration: Textbook for universities / V.E. Chirkin. - M .: Jurist, 2004 .-- 320s.

Economy of the municipal sector: Textbook for universities / ed. A.V. Pikulkin. - M .: UNITI-DANA, 2007 .-- 464s.

Economy of municipalities: Textbook / Under the general editorship of prof. V.G. Ignatova. - M .: ECC "Mart"; Rostov-on-Don, 2005 .-- 544s.

Idilova, R.Kh. Modernization of the communal infrastructure of the region as a factor of its socio-economic development / R.Kh. Idilova // Local government in the Russian Federation. - 2008. - No. 4. - p.55-62.

* previous stage - 2015

To achieve the set goals, investment programs have been developed, a long-term strategy for urban development has been formed, a forecast of socio-economic development until 2021 and for the long term until 2035 has been developed, long-term programs for the integrated socio-economic development of the district have been developed, a consolidated report is formed annually on the achieved values of performance indicators of the bodies local self-government, 19 existing municipal programs are being implemented.

The main directions of development of the agro-industrial complex.

Indicator name
The volume of agricultural products produced
Grain production
The level of wages in agriculture per 1 worker, per month

The goal of the long-term development of the agro-industrial complex is the development and implementation of incentives for the efficient production of agricultural products, as a material basis for ensuring economic growth in the agro-industrial complex (AIC), improving the quality of life of the rural population and achieving the competitiveness of agricultural products.

Main priority areas
long-term socio-economic development
Municipal Formation Kurkinsky District

Main directions

activities

Key projects (activities) to achieve the targets

target parameters

Amounts and sources of funding

1. Priority for the formation of a sustainable food base for the agro-industrial complex

1.1. expansion of production areas

1.2. Providing the population with high-quality food products; sustainable development of the district's territory, ensuring employment and improving the living standards of the population; raising the material standard of living, improving working conditions and employment of the population;

improvement of housing and social living conditions of the population in rural settlements;

1.3. Increasing the production of crop products based on increasing the yield of the main types of agricultural crops;

1.4. increasing consumption levels of the main types of agricultural products and: food, their availability and environmental safety for the population (dairy products);

1.1 2.0 million rubles, at the expense of the investor

Agricultural enterprise "Progress" for growing turkeys;

1.2. 4.78 billion rub., at the expense of the investor

LLC "APK AGROEKO" for the construction of an agro-industrial enterprise for raising pigs LLC "Tula meat company"

1.3. 400.0 thousand rubles; at the expense of the investor of the Khleborob agricultural enterprise; 300.0 thousand rubles at the expense of the investor LLC "Kurkinskaya MTS"

1.4. 700.0 thousand rubles LLC Yasnaya Zorenka

2. Development of education in the municipality of Kurkinsky district

2.1. Increasing the availability of preschool education (increasing the proportion of children 3-7 years old who are given the opportunity to receive preschool education services to the number of children aged 3-7 years, adjusted for the number of children aged 5-7 years enrolled in school), to one hundred%;

2.2. Raising the average monthly salary of pedagogical workers of municipal preschool educational organizations to the average salary in the general education of the region;

2.3. An increase in the proportion of persons who passed the unified state exam from the number of graduates who participated in the unified state exam to 96.9%;

2.4. Increasing the proportion of the number of students of municipal educational organizations, which are given the opportunity to study in accordance with the main modern requirements, in the total number of students, up to 100%;

2.5. Raising the average monthly salary of teaching staff of municipal educational institutions of general education to the average salary in the regional economy;

2.6. Increasing the share of students in general education programs participating in olympiads and competitions at various levels in the total number of students in general education programs, up to 50%;

advanced training of at least 33% of pedagogical workers of the Kurkinsky District Municipal Formation annually;

2.7. An increase in the number of teachers of the Russian language who underwent advanced training on the problems of introducing a new generation of the Federal State Educational Standard and the support of Russian culture and the Russian language as a national heritage of the peoples of the Russian Federation from 5 to 16 people;

2.7. An increase in the proportion of children aged 5-18 years enrolled in educational programs of additional education, from 54% to 75%;

2.8. An increase in the share of municipal educational institutions of additional education for children, the material and technical base of which has been updated, from 39% to 55%;

2.9. Improving the qualifications of teachers in the field of spiritual and moral education in the amount of 15 people;

coverage of 1200 people with mass events in the field of spiritual and moral education of children and youth;

3.0. Ensuring the timely execution of the Program activities and informing the public about the progress of its implementation;

3.1. Creation of conditions for the realization by students of the right to receive psychological, pedagogical and medical and social assistance, as well as to participate in activities to support talented youth;

3.2. Ensuring the functioning of municipal educational organizations in accordance with regulatory requirements;

3.3. Providing conditions for the final certification of students of general education;

3.4.Increase in the share of general education organizations in which a barrier-free environment has been created that allows 3.5. To provide inclusive education for children with disabilities, in the total number of general education organizations to 15.4%

Total amount of financing: 1,315,444.24 thousand rubles,

federal budget funds - 5315.54 thousand rubles,

funds from the budget of the Tula region - 1,015,566.7 thousand rubles,

funds from the budget of the municipality - 294562.0 thousand rubles,

3. Management of municipal property and land resources of the municipality Kurkinsky district

3.1. Optimization of the composition of the municipal property of the municipality of Kurkinsky District in accordance with the powers of local authorities, ensuring its safety and proper use in accordance with its intended purpose.

3.2. Ensuring the completeness of state cadastral registration of immovable municipal property up to 100% of the current composition of objects subject to state cadastral registration.

3.3. Ensuring the completeness of state registration of the right of municipal ownership to objects of municipal property.

3.4. Effective provision of municipal services in the field of municipal property management, excluding the presence of justified complaints and claims from persons entitled to apply for the provision of municipal services.

3.5. Improving the efficiency of management and disposal of land plots in municipal ownership and land plots, state ownership of which is not delimited.

3.6.Increase in the income of the consolidated budget of the municipality of Kurkinsky District through payments for the use of land.

3.7. Meeting the needs of large citizens in land plots for individual housing construction.

Entering into the state real estate cadastre information about the exact boundaries of land plots and the location of buildings and structures.

3.2. The total amount of financing is 18,156.1 thousand rubles, including:

budget funds of the Kurkinsky District - 18156.1 thousand rubles

Sources of funding for 2022-2035 will be determined during the implementation of the Concept

4. Development of small and medium-sized businesses in the municipality of Kurkinsky district

4.1. Ensuring an increase in the share of the volume of shipped products, works, services of their own production by small and medium-sized businesses in the total volume of shipped products, works, services of their own production by all enterprises and organizations of the region;

4.2. Increase in the number of small and medium-sized businesses that received financial support

4.2 Total funding -

963.1 thousand rubles,

of which: funds from the budget of the municipal formation Kurkinsky District 160.0 thousand rubles

Sources of funding for 2022-2035 will be determined during the implementation of the Concept

5.Improving the demographic situation and supporting families raising children in the municipality of Kurkinsky District

5.1. Provision of organized recreation and health improvement for at least 95% of children aged 7 to 17 years of the total number of children in this age category;

providing organized recreation and health improvement for at least 82% of children in difficult life situations, of the total number of children in this category;

5.2. Full satisfaction of the need for health improvement on the basis of municipal educational organizations of orphans and children left without parental care, from the total number of children in this category;

5.3. An increase in the proportion of children who participate in municipal profile programs for recreation and health improvement, of the total number of children who received health improvement in the summer, by 0.3%;

5.4. An increase in the share of municipal educational organizations of the Kurkinsky District municipality, in which the conditions for organizing medical care for students and pupils meet sanitary and hygienic requirements, from 58% to 75%;

the share of municipal educational organizations of the Kurkinsky District municipality, in which the conditions for organizing meals for students and pupils meet sanitary and hygienic requirements, from 60% to 70%;

5.5. Strengthening the material and technical base of municipal educational organizations.

5.2. The total amount of financing - 5954.0 thousand rubles,

funds from the budget of the Tula region - 5003.37 thousand rubles; funds from the budget of the municipal formation - 950.6 thousand rubles

Sources of funding for 2022-2035 will be determined during the implementation of the Concept

6.Energy efficiency of the municipality Kurkinsky district

6.1 In the budgetary sphere - the minimum costs of fuel and energy resources.

6.2. Accounting for fuel and energy resources, their saving, rationing and limiting, optimization of the fuel and energy balance can reduce the specific indicators of energy consumption, the crisis of non-payments, and reduce budgetary costs for the purchase of fuel and energy resources.

6.2. The total amount of funding for the program is 9907.5 thousand rubles. :

At the expense of the local budget of the municipal formation Kurkinsky District - 800.0 thousand rubles.

Investor funds 9107.5 thousand rubles

Sources of funding for 2022-2035 will be determined during the implementation of the Concept

7.Modernization and development of public highways in the municipality of Kurkinsky district

7.1. Reduction of the general accident rate on local roads to 1 person. in year.

7.2. Reduction of the number of appeals to local self-government bodies of the Kurkinsky District municipality about the unsatisfactory condition of local highways by 50%.

7.3. Establishment and achievement of an indicator for assessing the effectiveness of the activity of the Kurkinsky district municipality to reduce the share of local roads that do not meet regulatory requirements by 5%.

7.3. Total funds for 2014-2021 -57,538.925 thousand rubles, including

funds from the budget of the municipal formation - 38,770,119 thousand rubles.

funds from the budget of the Tula region - 18768.806 thousand rubles.

Sources of funding for 2022-2035 will be determined during the implementation of the Concept

8.Provision of high-quality housing and housing and communal services for the population of the Kurkinsky District

8.1. Modernization and overhaul of communal infrastructure facilities, including by attracting long-term private investments;

8.2. Reducing the wear and tear of communal infrastructure facilities;

8.3. Improving the efficiency of management of communal infrastructure facilities;

8.4. Providing the population with drinking water that meets the requirements of safety and harmlessness established by sanitary and epidemiological rules;

8.5. Improvement of the ecological situation in the area;

8.5. Introduction of resource-saving technologies;

8.5. Overhaul of apartment buildings and resettlement of citizens from emergency housing stock on the territory of the municipality

8.1. The total amount of financing 111,030.54 thousand rubles, including

The content of planning technologies and procedures is concretized depending on its strategic and tactical nature. In general, the strategy of municipal development includes: global, long-term and local goals that determine the activities of the municipality in general and local governments in particular. The strategic (global) goal determines the future qualitative state of the system for the long term, to which the society is striving to achieve. Tactical (local) goals determine the future state of individual subsystems, have a qualitative dimension, but the time to reach them is limited by the current period, as a rule, up to one year;

Technologies with the help of which the achievement of strategic goals is realized;

Resources that will be used to achieve strategic goals;

A management system that ensures the achievement of strategic goals, including the local Community as the main component of the management system.

Strategic planning is a systematic process by which local communities form a picture of their future and determine the stages of its achievement based on local resources. Strategic planning of socio-economic development underlies the purposeful activities of municipal authorities. It is a means of joining forces to achieve goals and objectives, as well as to improve the effectiveness of strategic decisions.

In strategic planning, in particular, the following tasks are solved:

Formation (adjustment) of the mission of the municipality;

Introduction of planning into the economic activity of the municipality;

Ensuring competitiveness in the future based on the implementation of long-term programs;

Determination of feasible goals and objectives;

Formation of programs and action plans;

Maintaining consistency between the goals and capabilities of the territory;

Regulation of the development of the municipality;

Determination of priorities for economic and social development;

Adaptation of the municipality, municipal economy to the external environment;

The principles of strategic planning at the level of the municipality include:

The principle of consistency. It is expressed in the creation of positive economic activity at the level of the municipality as a whole (in this case, separate plans can be developed for specific sectors of the economy or individual industries, but this topic is beyond the scope of the reference book);

The principle of social orientation. Strategies need to be responsive to the interests of the wider public within the municipality; strategies should be based on a bottom-up rather than a top-down approach; strategies should be oriented towards the approval and assistance of a wide range of actors in their implementation.

The subjects of the process of strategic planning, implementation of programs for the strategic development of municipalities are, first of all, local government bodies, the population and its groups, including representatives of business, state enterprises, public organizations, as well as bodies of territorial public self-government, etc.

When strategically planning the socio-economic development of a municipality, the following characteristics should be taken into account: geographical and climatic conditions; Natural resources; financial and economic base, condition and results of activities of economic entities operating in this territory; social organization of the population's life; the political situation, the effectiveness of the activities of local authorities, etc. A strong economy is the basis of a stable, stable and viable community, whose members can lead a lifestyle that contributes to the public good and the all-round development of each individual. Every municipal entity achieves this in its own way, based on the specific, sometimes unique, opportunities of the territory and the interests of the local community. Therefore, a strategic economic development plan is a tool for building a strong economy.

The strategic development plan is a kind of agreement of public consent, in accordance with which municipal authorities, enterprises and public organizations assume certain obligations. The plan is a document in which, in the form of tasks and indicators, the main goals of the planned transformations for the development of the municipality are reflected, taking into account the introduction of new technologies and the rational use of resources. It is developed and implemented by all participants influencing the development of the region, city, taking into account the interests and with the participation of the population. The plan is addressed to the entire local community, sets guidelines for everyone, shows prospects for business, authorities, residents, and potential external investors. “When forming a strategic development plan, it is necessary to take into account the principle of adaptability. Strategic plans should be flexible and adaptable to the changing external environment.

The strategic plan (program) of development, as a rule, is adopted for a period of 5 years or more.

Stages of strategic planning of the socio-economic development of the municipality

Goal determination. An important stage in strategic planning is the definition of the mission and goals, directions and ways of long-term development of the municipality. They serve as a guide for the subsequent planning stages.

Collection, processing of information and development of proposals for adjusting goals. An important component of this stage is the analysis of the external and internal environment. The development of the municipality is determined by both external and internal factors. Strategic decisions made on the basis of accounting only for internal or; external factors will be insufficiently systemic, which will ultimately lead to erroneous decisions.

Development of a development concept. This is the period of elaboration of strategic guidelines and development criteria. On the basis of the objective data obtained, final conclusions are drawn about the goals of the municipality.

Development of a program (plan) for the socio-economic development of the municipality. As already noted, during the development of the Program, the interests of various subjects are coordinated.

Adoption of the program (plan) of strategic development. After the development of the concept, plan, development program, coordination of all issues between the entities participating in the preparation and implementation of these documents, the representative body of local self-government approves them at its meeting.

Development of a plan for the socio-economic development of the municipality

Analysis of the initial information:

Socio-demographic (population size, its social and professional structure, ethnic composition; structure of population employment, unemployment rate, as well as data characterizing the quality of life of the population: population income, provision of social infrastructure facilities, etc.);

On the state and scale of the use of natural resource potential, as well as on the environmental situation within the municipality;

Technical and economic, giving an idea of both the technical condition of enterprises and organizations located within the municipality, and their financial condition;

On the state of local finances, including information on intergovernmental financial flows.

Determination of the development goals of the municipality:

1) definition of goals, their ranking;

2) the allocation of strategic goals;

3) determination of possible ways to achieve them;

4) coordination of the goals of the socio-economic development of a particular municipal formation with the goals of the constituent entity of the Federation.

Sections of the plan (program) socio-economic developed:

Planning for the rational use of natural resource potential, protection and reproduction of the environment; planning the rational use of demographic potential; in municipalities with compact residence of small ethnic groups, it is advisable to allocate a special program to ensure conservation; and the development of small ethnic groups;

Planning the standard of living of the population of the municipality;

Planning the development of the economy, with the obligatory allocation of a "separate line" of the system of measures to support small businesses (including peasants and farms) and the development of competition in local markets for goods and services;

Social development planning, including the development of a system of measures for the development of housing and communal services, public education, health care, etc .; financial planning, which should cover not only the budgetary process, but also the regulation of financial flows formed within the municipality; socio-economic planning of individual settlements within the municipality.

Current planning in the municipality is carried out for the next year with a breakdown by quarters and, as a rule, with a forecast for the next two years. This approach allows planning and implementation; program activities, the implementation period of which exceeds one year. Based on the forecast of the socio-economic development of the territory and the budgetary projections arising from the bliss, the administration is developing a comprehensive annual plan for the socio-economic development of the territory. It establishes specific objectives and indicators for all spheres of municipal activity: housing and communal services, transport, communications, public order, health care, social support of certain segments of the population, education, culture, sports, youth policy, etc.

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