Plan of social development of the municipality. Planning in the municipality. Budget management is one of the ways to manage a municipality

The content of technologies and planning procedures is specified depending on its strategic and tactical nature. In general, the municipal development strategy 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 in the long term, which society strives to achieve. Tactical (local) goals determine the future state of individual subsystems, have a qualitative dimension, but the time to achieve them is limited to the current period, usually up to one year;

Technologies that help achieve strategic goals;

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 to achieve it based on local resources. Strategic planning for social economic development underlies the purposeful activity of municipal authorities. It is a means of combining efforts to achieve goals and solve problems, as well as to increase the effectiveness of strategic decisions.

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

Formation (correction) of the mission municipality;

Introduction of planning into the economic activity of the municipality;

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

Definition of realistic goals and objectives;

Formation of programs and action plans;

Maintaining correspondence between the goals and capabilities of the territory;

Regulation of the development of the municipality;

Determination of economic and social development;

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

The principles of strategic planning at the municipal level include:

The principle of system. 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 outside the scope of the guide);

The principle of social orientation. Strategies need to be in the interest of a wide range of public within the municipality; strategies should be more bottom-up than top-down; strategies should be oriented towards the approval and assistance of a wide range of actors in their implementation.

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

In the strategic planning of the socio-economic development of the 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 the given territory; social organization of the life of the population; the political situation, the effectiveness of the activities of local authorities, etc. Strong economy is the basis of a stable, sustainable and viable community, whose members can lead a lifestyle that contributes to the public good and the all-round development of each individual. Each municipality achieves this in its own way, based on the specific, sometimes unique, possibilities of the territory and the interests of the local community. Therefore, the strategic plan for economic development is a tool for building a strong economy.

The strategic development plan is a kind of contract of public consent, according to which municipal authorities, enterprises and public organizations assume certain obligations. The plan is a document that, in the form of tasks and indicators, reflects the main goals of the planned transformations for the development of the municipality, 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 businesses, 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 must be flexible and adaptable to a 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 socio-economic development of the municipality

Targeting. An important step in strategic planning is the definition of the mission and goals, directions and ways long term development municipality. They serve as a guide for subsequent planning steps.

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 taking into account only internal or; external factors will not be systemic enough, which will ultimately lead to erroneous decisions.

Development of the concept of development. This is the period of developing strategic guidelines and development criteria. Based on the obtained objective data, final conclusions are made 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 a program (plan) for strategic development. After the development of the concept, plan, development program, coordination of all issues between the entities involved 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 initial information:

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

On the state and extent of the use of natural resource potential, as well as on the environmental situation that has developed 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) allocation of strategic goals;

3) identification of possible ways to achieve them;

4) harmonization of the goals of the socio-economic development of a particular municipality with the goals of the subject of the Federation.

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

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

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

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

Planning of social development, 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 budget process, but also regulation financial flows formed within the boundaries of the municipality; socio-economic planning of individual settlements located within the boundaries of the municipality.

Current planning in the municipality is carried out for the next year, broken down 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 budget projections arising from the bliss, the administration develops a comprehensive annual plan for the socio-economic development of the territory. It sets specific targets and indicators for all areas municipal activities: housing and communal services, transport, communications, public order, healthcare, social support for certain segments of the population, education, culture, sports, youth policy, etc.

Socio-economic development plans should be developed in accordance with the development strategy according to the scheme determined by the infrastructure of the municipality at the moment and taking into account its prospects.

The structure of the plan must be scientifically based and correspond to the actual state of affairs. To do this, it is important to organize analytical work in the following areas:

- to study the number of inhabitants;

- to study the annual dynamics of the population;

- to reveal the social structure of the inhabitants;

- to determine the age of the inhabitants;

- establish the number of able-bodied citizens, broken down by professional affiliation;

- to determine the degree of employment of citizens, including individual entrepreneurs, and the number of unemployed;

– to study and record the degree of commuting migration of citizens;

– to analyze the level of income of citizens working in public sector and the real sector of the economy;

- compare the needs of residents with the available opportunities in the field of healthcare, education, preschool education, physical education, culture, household, transport services for citizens, the state pavement, capacities of heating plants and heating networks, water conduits and water supply systems, gas supply and electricity supply, etc.

Due to the fact that on the territory of many municipalities there are enterprises of various forms of ownership, it is necessary to know their economic and technical condition, the availability of jobs and their replacement, existing problems in staffing, the ability to participate in the formation of funds for the development of social and cultural facilities, the construction and repair of roads, heating networks, water pipelines, etc.

The most important component of all preliminary work is the analysis of the state of financial resources.

Here it is important to analyze the execution of the budget for the past year, to note the positive aspects of the formation of the budget, its execution and the results achieved. It is expedient to attach particular importance to the role of the united financial resources and their development for the purpose of socio-cultural development. For example, how many schools and kindergartens have been built in the city (district) at the expense of pooled funds local budget, the regional budget and enterprises located in the respective territory.

It is also important to record analytical data in the dynamics of three years about the source of income and the prospects for the next three years.

It is appropriate to reflect the trend investment activity over the past three years in terms of money.

If there are natural resources on the territory, their condition and the result of their use should be indicated.

To carry out analytical work, it is desirable to form planning and financial bodies that must skillfully organize work. This body can be headed by a deputy head of administration who has an economic or financial education. It should be a good connoisseur of its territory, with theoretical knowledge and practical skills. The number of members, as a rule, is determined by the head of administration and approved together with staffing representative body of local government. The planning body is the organizing link. Under it, it is possible and necessary to create at the level of districts and cities scientific councils from among specialists on a voluntary basis. The council may consist of sections according to the types of analytical work.

In cities, districts, intra-urban formations, settlements where there are educational and scientific institutions, specialists and teachers can be involved in this work. This will make it possible to prepare good-quality analytical material that can be used in practical activities and in the development of science, in bringing it closer to reality. It should be noted that today, in many respects, the humanities lag behind the needs of the time, partly due to the fault of local authorities, partly due to their lack of initiative. In order to conduct useful developments in the field of management, it is necessary to properly study the objective reality, the state of actual life, and combine it with scientific research and proposals. Science should not be an end in itself - science for science's sake. Its effectiveness lies in the fact that the results of research, conclusions and proposals find application in practical life. Today it is important to instill in young specialists, scientists, employees of scientific institutions the ability to use the primary materials of practice. It is necessary to compare the past with the present day and create your own constructions, which is extremely rare in the scientific literature. And practitioners have nothing to apply in their work. In the scientific council, sections can be formed on:

1) industrial enterprises;

2) trade and public catering;

3) household services;

4) housing and communal services;

5) road construction and landscaping;

6) education (preschool, school);

7) medical institutions;

8) financial resources;

9) natural resources;

10) population and labor resources, employment and unemployment;

11) physical culture;

12) institutions of culture and leisure;

13) youth affairs, etc.

The number of sections depends on the infrastructure of the city, district. The composition of sections should not be large and equivalent. Some sections may be merged if the amount of research is small. Supervision over the sections can be carried out by employees of the planning, financial bodies of the administration or heads and deputies of sectoral and functional bodies of special competence. For example, representatives from schools, departments of education, health, physical education of cities and regions, etc. That is, the sections include specialists who know their area of activity.

Based on the results of the study, the sections draw up a report in the form of an analytical note, a table, and possibly a diagram.

The table might look like this:

Results of the development of the municipal district

If you fill in the proposed table with specific data obtained in the course of studying the state of affairs, then you can clearly imagine the current situation in the region, city, village.

Of course, not all types of indicators are indicated here. Their number depends on the infrastructure of the municipality.

Based on the table, it is advisable to draw up an analytical report containing the current situation:

– positive experience;

- limitations;

- conclusions;

- specific proposals for the next planning period.

This form of pre-planned work for the next period makes it possible to clearly formulate goals and objectives in the new plan, to track development trends in areas. Here, in a complex, it is necessary to evaluate the manufacturing sector and the service sector, profitable and unprofitable areas, the dynamics of employment and unemployment, the level wages and other indicators that affect the state of human life.

In drawing up a plan for socio-economic development, the participation of those specialists who conducted pre-planning studies is desirable, since they are more in possession of the results obtained and, moreover, have deeper scientific and theoretical knowledge in the field of planning. They can assist municipal officials in preparing a draft socio-economic development plan, taking into account the actual state of affairs.

The structure of the plan for the socio-economic development of the region (city) may be as follows. First, the characteristics of the municipality are outlined:

– area of the occupied territory (ha);

- the number of residents, including able-bodied and disabled;

- the number of employed people;

- the number of unemployed;

- the number of housing stock buildings of various forms of ownership;

- the total area of the housing stock (municipal, cooperative, private);

- total area non-residential premises;

– number of medical institutions (polyclinics for children and adults, dentistry, hospitals);

- social service institutions (orphanage, social residential house);

- educational institutions (schools, preschool institutions, universities, secondary specialized educational institutions);

- cinemas;

- sport complexes;

- trade enterprises;

– enterprises Catering;

– industrial enterprises (state, municipal, private), etc.

This list is nothing more than a socio-economic passport of the municipality, which characterizes its condition and allows you to monitor the dynamics of infrastructure, population size, its growth due to births and migration, employment of various age categories of residents, the ratio of employed citizens in the municipal, state and private manufacturing and service sectors.

Data can be displayed in the form of tables of the following content:

Comprehensive schools

Consumer service enterprises

Trade enterprises

Similar tables can be drawn up for healthcare, cultural, physical culture and sports institutions, social educational and leisure work with residents, and industrial enterprises of all forms of ownership.

In a separate section, social categories of residents of the municipality should be singled out. These include:

– pensioners, including those who work;

- disabled people;

- participants in the Second World War;

- WWII veterans;

– single pensioners;

– large families;

- children registered by the commission on juvenile affairs;

- dysfunctional parents, etc.

This approach allows you to identify trends in the development of the territory, focus on problematic issues, and take the necessary measures to ensure the elimination of existing shortcomings. In problematic areas, it is possible to develop comprehensive programs in which it is important to provide for specific actions, funding, responsible executors, and a form of control by municipal authorities.

For example, it is more expedient to form a task in the plan for the construction of schools, kindergartens, sports and recreation centers according to the following scheme: the name of the object, its location, date of commissioning, cost in rubles, responsibility for construction. This approach ensures the rational use of funds and increases the responsibility of specific individuals for solving the problem. In the event that the plan, for example, provides for the construction of schools without specifying their number, without an address, without a breakdown by object, and also without linking a sum of money to each object, it can be assumed that this is a vague form of the plan, in which theft can occur Money or use them for other purposes.

At present, municipal budgets are still insignificant, therefore, enterprises and organizations of various forms of ownership, as well as state authorities of subjects Russian Federation. In this regard, during the construction residential buildings, schools, kindergartens, hospitals, roads, conduits, water pipes and other facilities, you can determine the proportion financial investments to each object from the municipality, from the region (territory), republic, from the Russian Federation, from enterprises.

You can use the following table for this.

Capital investments for the construction of a city hospital, an orphanage, a school

The responsible head is appointed from the administration of the municipality. He must organize a competition among organizations that can take part in the construction, conclude an agreement building contract with the winner of the tender and exercise control over the progress of construction with the help of the supervisory body and apparatus available under his subordination. As a rule, such functions are carried out either by the head of administration or his deputy in charge of construction. During construction, it is important to distribute financial resources evenly, for example, quarterly, so that the construction of facilities goes according to plan. To do this, in the contract, in design and estimate documentation, the construction schedule should indicate the timing of the introduction of the zero cycle and their financing, the remaining parts of the building and their financing.

The contractor should be oriented towards a phased, uniform execution of work. This allows to ensure the timely construction of the object and the corresponding quality. If, however, the construction period is postponed to Last year or a quarter of the year, then, as a rule, the so-called "hands on work" can lead to a negative result.

Here you need to adhere to the following condition: you did the work efficiently - you will receive full funding. When conducting a tender, this condition must be indicated so that contractors know what to expect. This approach disciplines the contractor and puts the customer in an advantageous position, and also eliminates unjust enrichment of the contractor. In practice, when concluding construction contracts, one should study economic condition the contractor, the availability of his capacity to perform work, labor resources. In this case, it is inappropriate to carry out advance payment for outstanding work. Payment must be made only upon completion of the scope of work, stipulated by the agreement and the schedule, after the delivery and acceptance of the object or part of the object and the signing of the acceptance certificate construction works. This approach is caused by the fact that many so-called construction firms, which do not have enough capacity and money, conclude a large number of contracts with customers, receive an advance payment, but are unable to complete the amount of work.

Some of them get out of the situation due to compensation, while others simply disappear along with the funds received from customers or investors. Such cases took place in Moscow, the Moscow region and other subjects of the Russian Federation. For the most part, this applies to housing construction.

In case if construction firm does not have the capacity and funds to conduct construction, it cannot be perceived as a proper participant during the competition.

In the legislation of the Russian Federation, it is advisable to make an addition regarding legal entities dealing with capital construction, which would prohibit such activities without sufficient special capacities and funds for the construction of facilities. It would be possible to carry out checks of such organizations and to reveal their viability. And those who do not have the capacity and funds to perform construction and installation work, it is advisable to deprive them of their licenses. In addition, licenses for construction and installation work should not be issued to those newly formed legal entities that do not meet certain criteria for the availability of capacities, labor resources (specialists), and the necessary capital.

It is important for municipal bodies and their officials to study the existence of such criteria, and then make a decision on concluding construction contracts. In general, it would be useful to discuss such agreements at meetings of representative and executive-administrative bodies. This will put a barrier to corruption, bribery, kickbacks for deals made with insolvent contractors. Control and accounting bodies, independent experts should be involved in this work to conduct an examination of draft construction contracts.

Draft agreements can and should be discussed in the standing committees of the representative body for construction, planning, budgeting, taxes, and, if necessary, submitted to the session of the representative body. Such an approach will allow at the initial stage of the implementation of the socio-economic development plan to ensure rational spending budget funds, as well as the timely construction of the necessary territory of objects.

It is also not necessary to allow the participation of intermediaries in construction, as this leads to an increase in the cost of objects due to the profit of intermediaries.

Planning, its types and significance in the management of the municipality

The concept of planning, its features and types

The following characteristics can be attributed to the universal common ones:

all types of planning are elements of a unified management system;
planning is carried out consciously by groups of professionals;
this is a responsible activity of officials and local governments, which has a permanent, continuous character;
activities are carried out within the boundaries of the municipality on the basis of the law, the charter of the municipality;
activities are aimed at solving problems local importance and individual state functions;
activity involves summing up;
all types of planning are conditioned by taking into account the opinion of the population;
plans are approved by the representative body of local self-government.

The following features can be attributed to the special, for each type of plan:

each type of planning has its own definition of the concept;
projects of all three types of plans are formed on the basis of various regulations adopted by state bodies and local governments;
draft plans are formed by different groups of specialists with the necessary competence;
plans for socio-economic development are a material part of the activities of local governments;
financial plans are plans for the financial support of the material part;
organizational plans - these are plans that ensure the organization of management activities for the timely implementation of plans for socio-economic development and the correct development of financial resources allocated for these purposes.

Planning principles

The structure of the plan for the socio-economic development of the region (city) may be as follows. First, the characteristics of the municipality are outlined:

area of the occupied territory (ha);
the number of residents, including able-bodied and disabled;
the number of employed residents;
the number of unemployed;
the number of housing stock buildings of various forms of ownership;
total area of housing stock (municipal, cooperative, private);
total area of non-residential premises;
number of medical institutions (polyclinics for children and adults, dentistry, hospitals);
social service institutions (orphanage, social residential house);
educational institutions (schools, preschool institutions, universities, secondary specialized educational institutions);
cinemas;
sport complexes;
trade enterprises;
catering establishments;
industrial enterprises (state, municipal, private), etc.

Data can be displayed in the form of tables of the following content:

Comprehensive schools
Consumer service enterprises
Trade enterprises

In a separate section, social categories of residents of the municipality should be singled out. These include:

pensioners, including those who work;
disabled people;
participants in the Second World War;
WWII veterans;
single pensioners;
large families ;
children;
children registered by the Commission on Juvenile Affairs;
dysfunctional parents, etc.

At present, municipal budgets are still insignificant, therefore, enterprises and organizations of various forms of ownership, as well as state authorities of the constituent entities of the Russian Federation, can take part in financing the construction of facilities. In this regard, during the construction of residential buildings, schools, kindergartens, hospitals, roads, water conduits, water pipes and other facilities, it is possible to determine the share of financial investments in each facility from the municipality, from the region (territory), republic, from the Russian Federation, from enterprises.

The responsible head is appointed from the administration of the municipality. He must organize a competition among organizations that can take part in the construction, conclude a building contract with the winner of the competition and monitor the progress of construction with the help of the control body and apparatus under his subordination. As a rule, such functions are carried out either by the head of administration or his deputy in charge of construction. During construction, it is important to distribute financial resources evenly, for example, quarterly, so that the construction of facilities goes according to plan. To do this, the terms of the introduction of the zero cycle and their financing, the remaining parts of the building and their financing must be indicated in the contract, in the design and estimate documentation, and the construction schedule.

The contractor should be oriented towards a phased, uniform execution of work. This allows to ensure the timely construction of the object and the corresponding quality. If, however, the construction period is postponed to the last year or quarter of the year, then, as a rule, the so-called "work in hand" can lead to a negative result.

Here you need to adhere to the following condition: you did the work efficiently - you will receive full funding. When conducting a tender, this condition must be indicated so that contractors know what to expect. This approach disciplines the contractor and puts the customer in an advantageous position, and also eliminates unjust enrichment of the contractor. In practice, when concluding construction contracts, one should study the economic condition of the contractor, the availability of his capacities to perform work, and labor resources. In this case, it is inappropriate to carry out advance payment for outstanding work. Payment must be made only upon completion of the scope of work stipulated by the contract and the schedule, after the delivery and acceptance of the object or part of the object and the signing of the acceptance certificate for construction work. This approach is caused by the fact that many so-called construction companies, which do not have enough capacity and money, conclude a large number of contracts with customers, receive prepayments, but are not able to complete the amount of work.

In the event that a construction company does not have the capacity and funds to conduct construction, it cannot be considered as a proper participant during the tender.

In the legislation of the Russian Federation, it is advisable to make an addition regarding legal entities involved in capital construction, which would prohibit such activities without sufficient special capacities and funds for the construction of facilities. It would be possible to carry out checks of such organizations and to reveal their viability. And those who do not have the capacity and funds to perform construction and installation work, it is advisable to deprive them of their licenses. In addition, licenses for construction and installation work should not be issued to those newly formed legal entities that do not meet certain criteria for the availability of capacities, labor resources (specialists), and the necessary capital.

Draft agreements can and should be discussed in the standing committees of the representative body for construction, planning, budgeting, taxes, and, if necessary, submitted to the session of the representative body. Such an approach will make it possible at the initial stage of the implementation of the socio-economic development plan to ensure the rational use of budgetary funds, as well as the timely construction of the necessary territory of objects.

It is also not necessary to allow the participation of intermediaries in construction, as this leads to an increase in the cost of objects due to the profit of intermediaries.

Budget planning as an element of municipality management

Budget management is one of the ways to manage a municipality

A good example is the city of Rostov-on-Don, where all budget expenditures are associated with the performance of specific work, the provision of services, etc.

In the literature, an opinion is expressed about the introduction of long-term multi-year planning; annual and prospective (integrated); annual.

Budget planning system - a set of organization, methods and procedures for the budget formation project.

There are three options for budget planning:

annual planning;
annual planning and long-term financial planning (two stages of budgeting with single aggregates for the next financial year);
long-term (multi-annual) planning, in which annual planning is fully integrated (one format, unified procedures).

Budget planning can be divided into two relatively independent blocks:

development of a long-term (medium-term) financial plan for the medium-term period;
development of the budget for the next fiscal year.

The result of annual budget planning is the drafting of the budget of the municipality for the next financial year, the basis of which is a long-term financial plan for the medium-term (three-year) period, the drafting of which, in turn, is the result of medium-term financial planning.

At the same time, in accordance with Art. 174 of the Budget Code of the Russian Federation, medium-term financial planning is based on the results of medium-term and long-term socio-economic planning, as well as the main priorities of the socio-economic development of the municipality.

The process of developing the annual budget is ensured by the implementation of individual elements of the long-term financial plan related to the next fiscal year. Wherein annual budget should only be considered as a more detailed and integral part of the long-term financial plan.

A long-term financial plan is not normatively approved and is developed in order to form a representation of the representative bodies of local self-government and the proposed directions of socio-economic development, identify opportunities in the future for the implementation of measures in the field of financial policy, track long-term target programs and timely control measures in certain situations. The plan is developed for three years and is annually adjusted with a shift of one year ahead, taking into account socio-economic development.

The plan consists of separate sections, in these sections the ways of solving the tasks facing the municipality in the field of economy in the planning period are substantiated, the main indicators are determined by sectors and sectors of the economy. Separate indicators should be substantiated, and the plan should provide for anti-inflationary measures and pay special attention to sections on the social sphere.

Long-term budget planning allows you to solve the following tasks:

ensuring a medium-term balance of income and expenses;
determination of priorities for the development of the territory and their reflection in the long-term financial plan, and through it in the budgets, taking into account income restrictions;
formation of reasonable programs for the implementation of the priorities of the development of the territory;
monitoring and analysis of the degree of achievement of the set goals and the quality of forecasts;
increasing the validity of strategic decisions;
improving the efficiency of the use of budgetary resources.

The process of annual budget planning of a particular municipality consists in detailing the directions, mechanisms and deadlines for fulfilling spending obligations, clarifying the schedule and features of accounting for income receipts, managing current liquidity, short-term borrowings, assessing and solving problems arising from the formation of temporary cash gaps, establishing clear requirements for the financial aspects of the activities of the main managers of budgetary funds.

The development of the annual budget is ensured by the implementation and detailing of individual elements of the long-term financial plan. Adoption of the budget for the next financial year only does not make it possible to develop and implement the necessary steps towards the desired projected changes and, if necessary, to make adjustments. The following shortcomings of annual planning can be noted:

lack of coordination of current, medium-term and strategic planning;
lack of continuity in budget policy;
the annual budget is inconsistent with the long-term goals of the municipality with deficit and debt targets for a multi-year perspective;
there is no program approach in planning;
the problem of planning in the implementation of investment programs;
an obstacle in the conclusion of long-term contracts.

The annual budget should only be considered as a more detailed and integral part of the long-term financial plan. At the same time, in view of the possibility of the emergence of objective factors that cause differences in the annual volume of financial resources of the budget of the municipality, and also taking into account the need to obtain exact plan income during the year, some differences have the right to exist. However, these exceptions are valid only for the revenue part of the budget.

Budget planning procedures are inextricably linked with almost all areas of activity of financial authorities. So, for the process of budget planning, information from the main structural divisions of financial authorities is the necessary initial data (for example, registers of expenditure obligations, an assessment of possible borrowing volumes). Conversely, the results of budget planning are the initial data for subsequent work in other areas of activity of financial authorities (for example, specific borrowing needs can be identified to ensure a balance in the financial plan or draft budget) .

A significant part of the functions associated with budget planning can be directly assigned to sectoral structural units directly involved, for example, in the management of income and expenses. At the same time, structural subdivisions are necessarily allocated as part of the financial body, which is directly involved in the development of a draft budget and a long-term financial plan in the process of budget planning.

Stages of budget planning

That is why representative, executive and administrative, control bodies of local self-government should form plans for organizational measures as management decisions. Any activity for the implementation of functions and the implementation of competence requires purposefulness, rationality and productivity.

In organizational terms, it is important to determine the goal, the tasks for achieving it, the forms and methods for their solution, the deadlines for execution, those responsible for implementation, types of control, information support, publicity, communication with the population and methods for its implementation. Here are the main, in our opinion, components that are typical for such plans.

The system and procedure for the formation of plans for organizational measures. The system of plans can include a general plan of organizational measures adopted by the representative body; plan of organizational measures of the most representative body; plan of organizational measures of the executive and administrative body; plan of organizational measures of committees, commissions of the representative body; a plan of functional and sectoral departments of the executive and administrative body (departments, departments, services, education, health, housing and communal services, roads and landscaping).

In municipalities, the plan of organizational measures is formed on the basis of the socio-economic development plan and the budget. The head of the municipality issues a resolution on the preparation of such a plan. The resolution sets out an instruction to all officials on the development and submission of proposals to the general plan of organizational measures in their areas of activity, as well as the deadlines for submitting such proposals.

The permanent commissions of the representative body, the staff of the representative body, the administration (deputy heads of administration), its staff, sectoral and functional departments (departments, administrations) take part in the preparation of proposals for the general plan of organizational measures; commissions created under the administration (administrative, supervisory, housing issues, juvenile affairs); control body; election commission of a district, city, urban district.

The general plan is classified, adjusted to the sections of the socio-economic and cultural development plan with an unconditional link to the financial plan of the municipality.

In general plans, it is advisable to provide for the following sections:

I. Realization of forms of direct democracy.

This includes forms such as:

As for elections, such events are planned in the year of elections to representative bodies and heads of municipalities.

This is the structure of the first section of the plan. In our opinion, it can be expanded through activities aimed at the development of such forms as: meetings, gatherings of citizens; conferences, which are provided for by federal, regional legislation, as well as charters of municipalities.

II. Sessions of the representative body.

In this section, it is planned to hold plenary meetings of the representative body. Here questions of the agenda of session, date of carrying out and persons responsible for preparation are formulated.

As a rule, the topics of session meetings are of a strategic nature and are aimed at the implementation of the socio-economic development plan, budget, individual targeted programs, i.e., the development of the municipality.

It also includes reports of heads of municipal services in various areas of activity.

Reports of heads of administrations following the results of half a year, a year are practiced. For example, in these sections of the plan, reports of the heads of administrations “On the implementation of work and the development of budgetary funds for housing and communal services and road construction” are provided.

At the sessions systematically, once a year, reports of the supervisory body on the state of budget implementation and the correct development of financial resources are heard.

At the sessions, the report of any permanent commission, committee on the work done by them in terms of socio-economic development and budget can also be heard.

III. Organization of the activities of standing commissions, committees.

In this section, the work of permanent commissions and committees is planned. It comes down to this:

a) preparation of issues for consideration at sessions of the representative body;
b) preparation and holding of own meetings;
c) joint work with other commissions;
d) joint work with the control body;
e) listening to reports on the work done by the deputy heads of administration, heads of departments, departments of functional and sectoral services of the municipal sector;
f) listening to the report of the head of the department of culture of the district “On the work on organizing leisure and patriotic education of youth in the district center and rural settlements”. Each commission formulates its questions in the areas of activity.

IV. Organization of activities of the executive and administrative body (administration).

In this section, questions of socio-economic development are formulated in blocks; preparation of draft budgets and their execution; implementation of plans and programs; reports of services in the direction of activity, etc.

In municipal districts, plans should include questions about the preparation of agricultural enterprises for sowing, as well as for harvesting. The plans of the administration are more extensive than those of other local governments. They are divided into areas of activity that fall within the competence of local governments, with the exception of issues related to the exclusive competence of the representative body, as well as control.

V. Organization of the work of the control body.

The control body also organizes its work on the basis of a general plan of measures with certain specifics.

This section includes issues related to the execution of the local budget, the correct and timely development of budgetary funds. He plans checks budget organizations and municipal enterprises in terms of correct spending of funds, accuracy of financial statements, etc.

Based on the results of inspections, audit reports are drawn up and sent to the representative and executive body for consideration.

At its meetings, the control body hears the heads of the inspected institutions, organizations, issues instructions to eliminate violations of financial discipline.

In 2008, control bodies carried out about 3,000 control measures. The volume of checked funds amounted to more than 200.0 billion rubles, financial violations were revealed in the amount of 8.8 billion rubles. 1,223.0 million rubles were reimbursed to the budgets of different levels. As can be seen, the control bodies take part in management by monitoring the spending of funds, taking measures to improve the management of financial resources. However, in general, the mechanism for the return of squandered budget funds does not work well. Only an eighth of them is returned to the budgets.

Of course, law enforcement agencies should work more effectively in this direction.

The general plan of organizational work is discussed and adopted by the representative body at the plenary session. It is approved and formalized by the decision of the representative body.

Based on the foregoing, we can formulate the following definition of the concept of an organizational action plan. The organizational action plan of the municipality is a management decision based on laws and by-laws, plans for socio-economic development and the budget, containing an interconnected set of organizational measures of local governments, the management apparatus, aimed at ensuring the territorial development of the municipality.

In other words, organizational planning is a way of carrying out professional activities by a local self-government entity that ensures the implementation of the socio-economic development plan, budget and programs of the municipality.

Based on the general organizational plan, each local government, as well as their departments, draw up more detailed plans. The plans of departments (departments) are the basis for the preparation of organizational plans for each municipal employee and other specialists.

Such an approach, in our opinion, makes it possible to ensure the transparency of the activities of each manager and to identify the strengths and weaknesses of the work, as well as the progress in the implementation of socio-economic development plans, budget and target programs in the reports of employees. Ultimately, summing up the results of municipal employees and other specialists allows us to formulate the result of the activities of a department, department, department. The totality of the results of these departments as a whole gives an idea of the work of the administration.

The administration (executive-administrative body) constantly studies the situation, discusses various issues at operational meetings on a weekly basis and makes appropriate decisions.

The administration forms weekly plans for events held in the city, district, village. As a rule, they are formed by organizational departments.

In the organizational department, this activity is carried out by one of the specialists. His duty is to collect information from all structural divisions of the administration about the activities carried out in the coming week.

Planning in practice is built vertically, according to the principle of subordination of bodies and officials. Organizational plans are published in the newspapers of districts, cities, urban districts. This experience is available in Veliky Novgorod.

All this allows the population to find out what local self-government bodies will be doing next year, what tasks they will have to solve.

Thus, the organizational planning of the municipal government reflects the strategy of managing the municipality and the tactics of its implementation.

This approach to the organization of work allows you to control the situation on the scale of the municipality, disciplines the participants in the management process. The head of the administration, his deputies, employees of the administration apparatus can always check the fulfillment of the measures outlined in the plan by their personal participation in them. Here you need to be guided by the principle of "trust, but verify."

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Development of a social plan- economic developmentmunicipality

abstract

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

The object of the study is the activity of the administration of the municipality Beloglinsky district in developing a plan for the socio-economic development of the municipality.

Target term paper- study of the theoretical and practical foundations of territorial planning in order to develop recommendations for improving this mechanism.

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

Introduction

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

1.1 Tasks 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 the modernization of the planning system for socio-economic development of the Beloglinsky district

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

3.2 The role and place of planning in the process of managing 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 market system 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 to the regions, in increasing the responsibility of the territories for solving their own problems and issues. But the further advancement of reforms and the final transition to the 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 more complete account of the territorial factors of economic management is extremely important for our country, which has a vast territory, which is characterized by deep regional and local differences. They are manifested in the natural-climatic and national-historical features, in the achieved level of socio-economic development, in the profile and specialization of the territory. Without a scientifically substantiated account 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 progress towards promoting reforms and creating an effective economic system is impossible.

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

For becoming economic basis 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, their achievements in the development of the economy and the solution of 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 purpose of this work is to modernize the strategic planning system at the level of the municipality on the example of the Beloglinsky district.

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

The study of the theoretical foundations of municipal planning.

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

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

This work consists of 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 municipality of the Beloglinsky district.

At the third stage, the main directions for improving the planning process in municipalities were studied.

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

1.1 Tasks and principles of strategic planning in municipalities

Before starting to get acquainted with this topic, it is worth studying the basic concepts.

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

Strategic (from 5 or more);

Tactical (up to 5 years);

Operational (1 year).

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

The general requirements for the plan are as follows:

1) Accounting for market needs;

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, allocating and using them in order to ensure the effective operation of the organization in the foreseeable future.

The relevance of introducing a 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, involving the adaptation of the municipality to the requirements market economy and open competitive market, strategic planning is the most adequate tool that can consolidate the efforts of the administration and society in solving the problems of transforming employment, technology and urban space;

The following principles are observed in the process of strategic planning:

The Strategic Plan is a short document aimed at increasing the city's competitiveness. The strategic plan contains ideas that provide guidance for businesses, potential investors, authorities and the city's population 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 defines 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. The strategic plan is a set of actions agreed upon by stakeholders, it is an agreement on specific measures of strategic importance for the city that must 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 a continuous process: the stages of developing and implementing a strategic plan are combined in a continuous cycle through a monitoring and adjustment system based on a strategic partnership mechanism.

Members of the strategic partnership

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 involved in the process of developing and implementing a strategic plan get the opportunity to argue the priority of the areas they represent and, accordingly, count on joint actions with the Administration of the municipality. The development of a plan for the social and economic development of the municipality for enterprises also becomes 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 allows orienting the actions of the authorities in the interests of publicly recognized goals and directions.

Residents of the municipality get the opportunity to directly participate in the development of a strategic plan within the framework of a system of professional and public comment which allows them both to influence the choice of priorities and directions of development, 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 valid:

January-February - analytical stage,

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

April - citywide conference on social economic planning to approve the results of the analysis, the formulation of the main goal.

May-July - planning stage,

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

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

December - the layout of the second version of the plan, its distribution for consideration by the members of the Council; adoption of the plan 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 the municipality, the following substantive stages are carried out: municipal Beloglinsky planning

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

Goal setting (determination 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, so it is very important. The basis for strategic analysis are: traditional statistical analysis, comparative analysis, surveys of experts, sociological surveys. 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 the municipality in terms of individual factors in comparison with analogues, neighbors.

The necessary elements of the analysis are:

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

analysis of the economic and geographical position,

analysis of interbudgetary relations and opportunities to influence their change,

analysis of resources, including organizational,

analysis of social potential, psychological readiness for change,

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

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

As part of the analysis, special attention should be paid to the assessment of the economic climate, since the policy of creating a favorable economic climate is an indispensable part of 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 quite large and can be detailed and grouped in various ways ( tax law and its application; rules of registration, licensing; environmental restrictions on production; development and quality of general business services (banks, information); availability of financial resources, including benefits and subsidies from the authorities; business support programs.

As part of the analysis phase, it is useful to use a scenario approach.

Two types of scenarios are possible:

Scenarios for the development of external conditions. They are built on the basis of hypotheses about the polar development of a number of external factors that are beyond the control of the municipality. These 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;

In the future, check put forward projects and priorities for sustainability and riskiness under various options for the development of external conditions.

Scenarios for the development of the municipality with the predominance of a particular function or industry. Such scenarios allow 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, advantages, disadvantages, risks should be indicated.

The end result of the analysis stage:

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

identification of the most acute problems hindering development;

putting forward several formulations of the strategic development goal for the near future.

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 offer

- "Driving forces";

flagship projects.

A vision is a clear overall goal or vision of a desired future that 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 minimal cost. As a rule, strategic directions should contribute to the realization of the competitive advantages of the city. The recommended number of directions is 3-7, goals - 11-15, projects - 30-40. The following directions are usually formed:

Infrastructure Development

Improvement general conditions for business,

Development of certain groups of industries and industries,

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

System changes currently underway economic relations predetermine the need to adjust 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 generating sustainable development scenarios for a large municipality suggest the following distinctive features:

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

Achieving an optimal balance of powers of the federal government, regional authorities and local governments;

Availability of the necessary financial opportunities for the implementation of the right of the municipality to determine the targets 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 that really give a strong impetus to the development of the municipality, is better than a long plan.

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

Evaluation and subsequent selection of investment projects for financing from the budget of the municipality and borrowed funds are made on the basis of three groups of indicators that reflect:

Social efficiency of spending;

Budgetary efficiency of expenditure of funds;

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 the participants are given the opportunity to discuss, vote, fill in the evaluation sheets. The organization of such a conference allows the participants, divided into small groups, to get acquainted with the proposed projects in detail and rank them, which provides objective grounds for the experts to form the final texts.

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

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

The assessment of the initial socio-economic situation includes:

1) Historical reference

2) An assessment of the standard of living - this is demographics and employment

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

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) Retailers, 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 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

An 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 pace of institutional and structural reforms in Russia, create prerequisites 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 make it possible to modernize fixed assets.

3) The border position of the municipality of 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 the most 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 tourism 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 identified shortcomings and preventing potential threats.

Grade state of the art economy and social sphere of the municipality allows us to identify a number of competitive advantages of the Beloglinsky district, creating conditions for its socio-economic development:

the status of the regional center;

proximity to dynamic emerging markets- favorable economic and geographical location for establishing economic ties with the Stavropol Territory and the Rostov Region;

advantageous geographical location at the intersection of the most important communications (railway, 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;

significant set of special educational institutions;

availability 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 transformed into positive development factors.

The main factors hindering 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;

insufficiency of budget funds for the implementation of budget investments in the development of the economy of the municipality;

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

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

non-competitiveness of individual branches of production, both in the foreign and domestic 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 - lack of highly skilled workers in a number of industries against the backdrop of the revitalization of industry and business.

poor use of tourism potential;

tense environmental situation.

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

food industry;

consumer market of goods and services;

construction industry and housing construction;

communication and informatization;

educational complex;

tourism development.

2.2 Mechanism for the implementation of the program of socio-economic development of the municipality of Beloglinsky district for 2011-2022

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

The Committee for Economics of the Administration of the Municipal Formation of Beloglinsky District acts as the coordinator of the implementation of the Program activities. 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 for socio-economic development for the next financial year on the basis of budget requests submitted by the governing bodies of the administration of the municipal formation of Beloglinsky district, responsible for the implementation of the main directions of the program;

coordination of work on the preparation of changes 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 requests provided for each direction of the socio-economic development of the district by the executors of the Program responsible for the implementation of its main directions. The deadlines for submission and the form of budget applications are approved by the district administration. The annual plan for the socio-economic development of the municipal formation of the Beloglinsky district is considered at a meeting of the Collegium 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 plan activities from the budget of the municipal formation of 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 goals and objectives set and the funds allocated for its implementation. During the period of implementation of the program, changes and additions can be made to it, a decision is made to terminate the implementation ahead of schedule.

General control over the implementation of the program is carried out by the Administration of the municipality of the Beloglinsky district, the Chamber of Control and Accounts in the manner prescribed by the regulatory legal acts of the municipality 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 municipality of Beloglinsky district.

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

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

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

The topic of this study is of particular relevance in the context of the global crisis and a likely 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 sustainable development municipal formation in accordance with the imperatives of modernity: 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) inclusion of information on the necessary environmental 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 opportunities for the implementation of the right of the municipality to determine the targets for socio-economic development.

Thus, there are several definitions of the concept of "sustainable development" applicable to large cities and municipalities. In my opinion, the following can be considered one of the most accurate: 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 availability of educational facilities (universities, academies, colleges), healthcare and culture, which creates an attractive environment for the population. living space. The economy of the regional center creates a large number of jobs with high level wages, which supports the city's internal market of considerable 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 needed to maintain its performance within normal limits.

In the context of a shortage of all types of resources, in order to ensure sustainable development, it is necessary that the strategy of each municipality takes into account its specifics. 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:

strength analysis, weaknesses, opportunities and dangers of the municipality (SWOT-analysis);

Analysis existing competitors 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 identification of their needs;

Stakeholder analysis.

To identify the pros and cons in the strategy of socio-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 industry to service the developing resort and recreational complex of the region.

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

However, the calculation made makes it possible to assess the socio-economic development of the municipality at a particular point in time. In order to conclude that there is 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%);

The maximum decrease in unemployment (by 66.7%);

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

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

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

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

Maximum reduction 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 investments in fixed assets (39%).

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

The lowest growth rate in the volume of shipped goods of own production, performed works and services (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 may have a negative impact on the sustainability of Krasnodar's development. Consider these factors and ways to neutralize them.

First, there is a trend towards an increase in the share of gratuitous receipts from other budgets budget system Russian Federation in the budget revenues of Krasnodar. If in 2005 it was 35.2%, then in 2007 and 2008 it was 42.8% and 43.2%, respectively, which jeopardizes the sustainability of development.

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

1. income related to the economic activity of organizations and citizens, received by 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 features to increase the revenue side of the budget of the municipality at the expense of the third group of income, currently used in Krasnodar is not enough. .

Secondly, the environmental 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 the air pollution index (API). The higher the API, the worse the air quality and the higher the likelihood of morbidity in the population. Air pollution index in Krasnodar, according to Federal Service Russia in hydrometeorology and environmental monitoring in 2005 was 9, in 2006 - 10 and in 2007 - 9, which is assessed as unfavorable for health.

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

The severity of this problem in Krasnodar is helped to reduce green areas, which, however, cannot fully resist pollution. In the urban area 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 green space for general use.

With the growth of production volumes in the city, even greater air pollution may occur, so now it is necessary to strengthen the control of environmental activities, develop and implement a city target program to create green areas within the city in the volumes stipulated by the regulations.

Thirdly, there is already an energy shortage in Krasnodar, 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 conservation and 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 based on a systematic approach: eliminating heat leaks through walls and panel seams, ensuring the supply of heat carriers of the required parameters and maintaining 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 guidelines of "sustainable development", defined in accordance with the mission of the regional center, should be the most important method for the formation of the Strategic Plan. At the same time, the necessary condition for compliance with the concept of "sustainable development" is the following: meeting the needs of today's generation of people should not create a threat to future generations.

The transition to sustainable development of the economy of both the municipality 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 the city or municipality and maintaining a favorable environment.

To ensure the sustainable development of the Beloglinsky district, well-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 adjust the development strategy of the municipality in a timely manner.

Monitoring the implementation of development programs of the municipality is carried out using a system of indicators called indicators. The choice of indicators for monitoring the implementation of the plan is a complex process, which determines the objectivity of the assessment and the final conclusions about the effectiveness of the reforms implemented in accordance with the plan. Through the use of indicators, it is possible to assess whether the goals set in accordance with the plan have been achieved and whether opportunities have been created for their implementation.

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 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 relying on modern scientific theories, it is proposed promising directions improvement of strategic planning and management of the socio-economic development of the city, practical recommendations that should contribute to the growth of investment attractiveness of both the city of Krasnodar and 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

Adopted on October 6, 2003, Federal Law No. 131-FZ “On general principles 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 within the competence of self-government bodies of municipalities - this is the possession, use and disposal of property owned by municipalities, the organization of the functioning of almost the entire infrastructure of the district, city (except for financial) and communications of regional and federal significance. The competence of local self-government also includes the organization of the functioning of the social sector of municipalities. Defined the law and the means for the implementation of "issues of local importance" - their own material and financial resources, with the exception of subventions and grants provided from 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 implies not only an exclusively targeted, efficient 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 policy over a long period of time.

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

The developers of the existing planning and forecast documents of municipalities miss one of the main aspects of planning, which determines its subsequent effectiveness. Namely: the form, type, structure, methodology and methodology for the formation of planning and forecast documents must comply with the general algorithm for the preparation, adoption and implementation of management decisions at the level of authorities of the relevant administrative-territorial units.

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

There is an obvious need to accelerate the process of developing planning and forecast documents that correspond in their structure and content to qualitatively new management tasks, such work in the municipality of Beloglinsky district is carried out extremely slowly.

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

However, the social development of the municipality Beloglinsky district involves a qualitative change in the main characteristics of the population's life activity not only during leisure time, 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, interrelations and relations between local governments, business 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, local self-government, in order to fulfill its functions, must have an effective regulatory tool. reproductive processes on the territory of the 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

The recent reforms carried out in Russia are yielding positive results. An integral part of the administrative reforms being carried out in many countries are measures to improve the efficiency of the state apparatus and its individual structures. An effective state apparatus means that each ministry, department or agency uses its power and resources to achieve goals and standards in the most economical way. This is achieved through the implementation of activities for the use of strategic planning management. This work considered the issue of implementing 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 the definition of a goal. Another main aspect of the strategy process is the environmental (external) environment and the internal environment. The next phase of decision-making in the process of strategic planning is the analysis of alternatives and the choice of strategy. This phase is the "heart" of the strategic planning process, where mainly different methodologies are used to identify potential opportunities and threats. The next step in the strategic planning process is to evaluate strategy options.

The second section defined the mechanism of strategic planning on the example of the municipality of Beloglinsky district. Strategic planning plays a major role in the municipality. As follows from the definition of strategic planning, and, consequently, the strategic management of the economy arising from it, 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, 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 carry out the tasks set.

The administration's strategic planning system includes: a system of plans, a planning process, a planning management subsystem, organizational survey, information support and decision-making subsystems. When considering this issue, the mechanism of its functioning in the implementation of the strategic planning process is 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 on the example of the Beloglinsky district, where the answers to the tasks were found in 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 sustainable traditions of regional and local self-government;

the process of strategic planning is an important stage in goal-setting or mission in administrative economics;

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, if possible, all the accumulated knowledge, and be innovative.

Ensuring the information process in strategic planning in the implementation of the developed strategy.

Make wider use of experts from other industries, providing a broader and more integrated way of thinking.

Improving the efficiency of spending budget funds.

Attracting investments, stimulating the investment attractiveness of facilities and opening new highly efficient industries in the municipality.

Improving the efficiency of municipal management:

formation of a competitive environment in the municipal economy.

promotion of energy conservation.

Creation of favorable conditions for the expansion of domestic demand, which primarily requires reducing the level of poverty and strengthening the targeting of social support for the population.

Improvement of the 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 considered in detail the use of this direction, suggested ways to improve the quality of strategic planning.

List of sources used

1. Federal Law of January 22, 1998 No. 2 “On the fundamentals of the municipal service of the Russian Federation”.

2. The federal law dated October 6, 2003 No. 131-FZ “On the general principles of organizing local self-government in the Russian Federation”.

3. Decree of the President of the Russian Federation of June 11, 1997 No. 568 (with amendments and additions of November 24, 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 of the Central Bank-2003. - 90 s.

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

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

7. Problems of modern government controlled in Russia. Materials of the scientific seminar / Ed. IN AND. Yakunin; Center for Problem Analysis and State Management Design. Issue No. 3. - M.: Scientific expert, 2006. - 112 p.

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

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

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A comprehensive program for the socio-economic development of a municipality is a document that includes:

concept,

strategic plan (for city districts and municipal districts),

long-term, medium-term and annual plans for the socio-economic development of the municipality,

a plan of the main steps for the implementation of planned decisions and

plan updating algorithm.

This is a forecasting and planning document, firstly, formulating and linking the implementation of the strategic priorities of the municipality in terms of timing, financial, labor, material and other resources, and secondly, forming a planned basis for the interaction of members of the local community, ensuring both the implementation of strategic priorities, and the current balanced functioning of the economic and social sectors of the municipal district, urban district, urban and rural settlements.

A comprehensive program of socio-economic development should be of a detailed nature, and contain, as constituent parts :

strategic priorities, strategic and other goals and objectives, the implementation of which ensures the sustainable development of the municipality;

the main steps and activities for the implementation of strategic priorities and current tasks of the life support of the municipality;

measures for the accumulation and use of own and attracted resources of the municipality in order to implement the planned goals and objectives;

measures that ensure the implementation and updating of the long-term, medium-term and annual sections of the program.

Thus, from the point of view of organizing the functioning of any municipality as a separate administrative-territorial unit, a comprehensive program of socio-economic development can implement the following functions:

be the main document determining for the authorities, business

communities and the population strategic goals, the achievement of which consolidates the competitiveness of the municipality in developing market conditions, and, therefore, decent living conditions for people and favorable conditions for business development for a long period of time;

be the main document that determines for all subjects of municipal planning and management (authorities, business community and population) agreed priorities, stages, ways to achieve strategic goals and resources that municipalities need to attract for this from all;

be the main document that defines the forms and methods of activity of the representative and executive authorities of the municipality, the business community and the population, ensuring not only the implementation of strategic, long-term and medium-term goals and objectives, coordinated in terms of time and resources, but also the implementation of the current activities of the municipal economy providing sustainable, balanced development of the municipality;

be the main document that ensures the development of the municipality on the principles of balancing the interests of the population, business and government;

be the basic document for the formation of criteria for evaluating the effectiveness of the activities of local governments, business entities and the population in the framework of the implementation of planned tasks.

Main goals and objectives

Basic goal planning the socio-economic development of municipalities are the formation of a set of forecast, planning and post-planning documents that ensure the coordinated activities of all subjects of territorial administration aimed at satisfying (implementing) the public (collective) interests and needs of the local community, as well as creating favorable conditions for life and conduct economic (economic) activities of all entities located on the territory of the municipality.

Main tasks planning the socio-economic development of municipalities are:

formation of clear ideas for the entire local community about the values, strategic goals, resources, tasks and opportunities for the socio-economic development of specific municipalities within the framework of national priorities;

coordination of strategic goals and objectives of the socio-economic development of municipalities with state and regional strategic goals and objectives;

maintaining an optimal combination of the level of implementation of the strategic goals and objectives of the municipality in the context of the need to ensure the current life of the local community;

interconnection and synchronization of stages and measures for the implementation of long-term, medium-term and current tasks of the constituent entities of the Russian Federation, municipalities and settlements included in them;

formation of an optimal combination of methods of state regulation and market regulators of the development of the economy and the social sphere on the territory of the municipality;

harmonization of sectoral strategies and strategies for the development of economic entities with the development strategy of municipalities;

harmonization of the interests of various entities located on the territory of the municipality, the creation of the most favorable conditions for their life and dynamic development in the planning period;

coordination of the activities of economic entities of various forms of ownership and their unification on the basis of common motivations in order to best meet the public interests and needs of the local community;

establishment of partnerships between local governments and the population, public authorities, local governments and private capital;

involvement of the local community in the process of planning and managing the municipality, financing socio-economic programs and plans for the development of the territory;

effective use

creation and development of economic infrastructure of municipal importance;

creation and development of market infrastructure;

formation and development of a favorable investment climate, creation of conditions for attracting investments;

coordination of plans for civil and industrial land use with plans for the development of the social sector and housing and communal infrastructure of municipalities.

Local governments, depending on the specifics of the municipality, may set other tasks for developers.

The planning and management system for the development of municipalities should be coordinated not only with the microeconomic planning system, which includes economic and social entities, but also with the macroeconomic programming system, which contains strategic development goals and priorities common to the region, the whole country.

This gives a special place to the formation of planned and forecast documents for the socio-economic development of subjects and groups of subjects of the Russian Federation (for example, federal districts). On the one hand, they must ensure synchronization of the implementation of regional strategic goals and objectives with the strategic priorities of the federal level, and on the other hand, formulate the main guidelines for the formation of priority areas for the development of municipalities, together with local communities, create institutional, economic and financial prerequisites for their implementation.

All work on the formation of a comprehensive program of socio-economic development of the municipality involves the implementation three successive stages:

organizational and preparatory

predictive and analytical

actually the planning stage.

Methodology for the formation of a program for the socio-economic development of the municipality

3.1. Organizational and preparatory stage

The basis for starting the development of a program and plans for the socio-economic development of a municipality should be only the decision of its representative body of power.

The representative body determines in the budget of the municipality the size and sources of financing of pre-planned and planned work.

The program of socio-economic development of the municipality in accordance with the current legislation must be approved, and the concept, before being submitted for discussion by the business community and civil society of the municipality, approved and recommended for discussion by the representative body of the municipality.

In addition to the decision to develop the program itself, the representative body of the municipality must formulate the objectives, set the timing of the planning periods, the timing of the implementation of individual stages and work on the program as a whole, as well as determine the size and sources of funding for the work.

Based on the decision taken by the representative body of the municipality, the head of the municipality adopts a resolution on the start of work on a comprehensive program of socio-economic development.

The resolution adopted by the head of the municipality must determine

the composition of the team of developers of a comprehensive program of socio-economic development of the territory;

the subdivision of the municipality responsible for the formation of the consolidated final document and its submission to the head of the municipality;

the timing of the submission of the program and its individual parts (strategy, plans) for consideration by the representative authority;

budget items and extra-budgetary sources from which planned work will be financed;

the size and order of financing of works.

In order to take into account the interests and capabilities of various groups of the population, coordinate the actions of the authorities and the local community, the development team, in addition to employees of the administration of the municipality, should include representatives of the scientific sphere, the local business community, the social sphere, residents of the municipality, etc. To external experts may also be involved in the work. It is advisable to form temporary creative teams (VTK) from the members of the working group and experts to develop specific sections, subsections of the comprehensive program.

3.2. Predictive-analytical stage

The predictive-analytical stage of the formation of a comprehensive program of socio-economic development of the municipality involves the following sequence of work:

formation and analysis of the information base of municipalities;

development of the concept of sustainable development of municipalities.

determination of strategic priorities or priority directions for the development of the economy and the social sphere.

3.2.1. Formation and analysis of the information base

This section is unique for each municipality. The success of its implementation largely depends on the existing in the municipality monitoring systems for socio-economic processes. An information base that adequately describes the starting conditions for the development of a municipality in a system of indicators understandable to the population and sufficient for developers is the basis for the correct choice of strategic priorities for sustainable development of a municipal district, urban district, settlement that are achievable in the planning period.

Sources the current state of socio-economic development of municipalities:

data of territorial bodies of state statistics, Federal

services for taxes and fees and other departments that have the necessary information, as well as data submitted on a contractual basis by enterprises in the real sector of the economy;

information on the magnitude of the resource and natural potentials at the disposal of sectoral divisions of the administration of municipalities, as well as relevant specialized organizations responsible for the implementation of issues of local importance on the territory of municipalities;

for rural settlements, a reliable source of information is, if properly maintained, household accounting books.

The information array obtained from all sources should be summarized in single document - municipality passport. When forming a passport of a municipality, it must be taken into account that it is not only information basis for the formation of a comprehensive program its socio-economic development, but also the basis for subsequent implementation monitoring this program. In the future, the passport should be updated periodically and be convenient to use, both for local governments and for higher-level authorities.

To implement these conditions the passport must meet the following basic requirements:

the passport should be based on the current information flows of the state statistical, tax and industry and other reporting;

the main indicators included in the passport of municipalities should be comparable with each other, have the same frequency of collection and the same calculation and aggregation algorithms;

the passport must take into account the specifics of the municipality;

the passport should contain the optimal number of indicators that provide a comprehensive analysis of the current state of the economic and social sectors of the municipality and the implementation of the stages of the plan for its socio-economic development.

Comprehensive information analysis of any administrative-territorial unit, as a rule, is carried out using two most effective methodological approaches:

Historical (historical-geographical) approach allows the developers of the program to understand the historical logic, the internal pattern of the origin, formation and development of a municipality in a given geographical point, to identify the driving forces and sources that determine the spatial, structural, demographic shifts, qualitative changes in the historical mission of the municipality in different periods of time. The study of these aspects of the development of a municipality makes it possible to extrapolate certain processes of the life cycle of a municipality to future periods with a certain certainty.

Historical and geographical analysis must begin with general characteristics municipal district and its administrative center. Indicate the year of formation, geographical location, size of the occupied territory, distance to the administrative center of the subject of the Federation, the number and density of the living population, the list of urban and rural settlements, natural and climatic conditions, explored reserves of natural resources.

When conducting structural-functional analysis socio-economic development of the municipality is studied:

dynamics of development of the leading sectors of the economy of the municipality over the past 3-5 years (city-forming economic entities, groups of economic entities united by common production and technological chains, and clusters formed around them are identified; "bottlenecks" and "growth points" of the municipal economy are identified);

the level of development of small and medium-sized businesses, the reasons that constrain it;

provision of the real sector of the economy, social sphere, market infrastructure with top and middle management specialists, as well as personnel of the main working professions;

investment activity in the municipality, its investment potential, investment in housing, infrastructure, fixed capital of enterprises is assessed;

scientific and innovative activity and its potential;

the state of the financial and budgetary sphere, the tax potential of the municipality, the financial position of the city-forming and city-service enterprises;

the state of social and engineering infrastructure in the municipality, its compliance with regional norms or social standards;

the standard of living and social protection of the population of the municipality;

state of the consumer market;

the level of unemployment and the effectiveness of measures aimed at its reduction;

the state of the environment;

state of public safety.

For the convenience of further work, it is advisable to summarize all information and analytical materials in three main blocks:

The first. The modern appearance of the municipality, the passport of the municipality. As mentioned above, this is an information model of the municipality at the start date of planning, containing:

the main indicators of the development of the economy of the municipality as a whole;

the main indicators of the development of individual settlements, clusters and sectors of the economy of the municipality;

the main indicators of the state of the labor market, the financial market and the consumer market;

the main indicators of the development of the social sphere of the municipality;

comparative (relative to other municipalities) characteristics of the shortcomings and advantages of the municipality.

Second. The internal environment of the municipality is an information and analytical block containing:

analytical materials relating to internal contradictions and the conditions that give rise to them in the economic and social sectors of the municipality, as well as an assessment of the possible positive or negative impact of the identified contradictions in the planning period;

analytical materials related to internal potential and existing resources (financial, labor, natural, cultural, recreational, etc.) that may be involved in the development of the municipality.

For municipal districts that include rural and urban settlements, it is necessary to additionally provide information and analytical materials regarding internal contradictions and potential opportunities of the district, due to their multi-level structure.

Third. The external environment of the municipality is an information and analytical block containing:

analytical materials relating to external political, economic and social trends that may have positive or negative impacts on the development of the municipality;

analytical materials related to external potential and existing resources (financial, labor, natural, cultural, recreational, etc.) that may be involved in the development of the municipality.

With the help of quantitative and qualitative analysis of the external and internal environment in which territorial planning entities operate, internal and external resources that can be attracted for the economic development of the municipality are specified and evaluated, and the competitiveness of the municipality in the financial, labor and consumer markets is assessed.

Algorithm for structural-functional analysis socio-economic situation of the municipality:

Assessment of the potential, external and internal factors of the development of the territory, problems and limitations of the development of society and territorial economies

Features of the economic and geographical position and natural resources

Population, labor market and standard of living

Economy, entrepreneurship and business climate

Infrastructure

Finance and investment

Social sphere

Ecological situation

results- the presence of a strategic analysis as a system of integrated indicators that describe the current state of the economy and social sphere of the municipality, its place in the market material resources, finance, the consumer market and the share in the regional and federal division of labor, i.e., describing the potential of the municipality.

In some cases, within the framework of the structural-functional analysis, integral assessment of the initial state development of the social and economic sectors of the municipality. AT general view the integral estimate is reduced to:

to groupings of indicators according to the selected features;

specific gravity

the choice of functions that reduce several indicators to one integral;

calculation of the integral indicator

For rural settlements, the main source of structural and functional analysis of the socio-economic situation of rural settlements are housekeeping books. In this regard, the structural and functional analysis of the current state of socio-economic development at the level of settlements should be preceded by work to streamline household accounting and update the data of household books. Exactly housekeeping data should be the basis for municipal planning, and the positive or negative dynamics of the main indicators taken into account in economic accounting - indicators, respectively, of the fulfillment or non-fulfillment of the main goals and objectives of "settlement" programs.

3.2.2. The concept of socio-economic development

At the stage of developing the concept of development of the municipality, first of all,

an agreed system of ideas and views of the authorities, business and the population on the strategic goals and priority areas for the socio-economic development of the urban district, municipal district, its constituent settlements, as well as the stages of implementing the goals and objectives should be formed.

Algorithm for the formation of the concept of socio-economic development of the municipality:

Determination of the strategic vision, mission, development goals of the municipality and the policy of long-term interaction between government, business and the population

1. Communicating to the population the results of the current state of the economy and social sphere of the Moscow Region

2. Studying the opinions of the main groups of the population on the ways and long-term goals of the development of the municipality

3. Analysis of sustainable competitive advantages of MO in the context of long-term trends in the development of regional, federal and world markets

4. Analysis of the ways of development of similar administrative-territorial entities

5. Formation of alternative options (scenarios) for the sustainable development of MO in the context of maintaining competitiveness in the markets of finance, goods and services

6. Choice of the concept of development of the Moscow Region based on the consensus of interests of the population, business structures and authorities, its approval in the representative authorities of the Moscow Region and coordination with the executive power of the region

7. Formation of a package of main priority, medium-term and long-term goals and objectives within the framework of the chosen concept

results- formulation of strategic goals and main priorities for the development of the municipality based on a formalized consensus of interests of the population, business, local governments and taking into account the priorities of the region's development

The main objective of the concept- a clear formulation of the mission of the municipality, the strategy and ideology of its development for a long period of time.

The specific period that should cover the development concept of the urban district and the municipal district may be different, but it should be at least 10 years (i.e., at least two medium-term periods for planning their socio-economic development) and not more than the horizon of the subject’s strategy Russian Federation.

An analysis of the theory and practice of territorial planning allows us to identify five generalized groups of strategic goals, the implementation of which makes it possible to ensure the sustainable development of municipalities both at the level of a municipal district, urban district, and at the level of an urban, rural settlement:

The first group of strategic objectives concerns the improvement of the welfare or quality of life of the population.

The second group of strategic goals is aimed at the growth of the economic potential of municipalities as a determining condition for ensuring their competitiveness in the markets for goods and services.

The third group of strategic goals is aimed at the development of human capital.

The fourth group of strategic goals concerns the security of the life of the local community.

The fifth group of strategic goals is aimed at improving (restoring) the living environment.

When determining goals municipalities should be guided by the following criteria:

the goals must correspond to the area of competence of the planning subject; there must be a clear connection between the goal and the main activity of the planning subject;

achievement of the goal can be checked, including and above all, with the help of quantitative indicators;

the realization of the goal must be provided with objective resources;

the goals of the socio-economic development of the municipality must be coordinated and synchronized with the system of development goals for the region and the country.

Strategic Goals socio-economic development of municipalities, formulated in the concept, should take into account the long-term development goals of city-forming enterprises located on their territory and objects of regional and federal infrastructure.

Correctly formulated goal system should reflect a set of urgent needs of the local community, suggest a high degree of freedom of the local community in choosing possible ways and means to achieve them.

3.2.3. Strategic plan for socio-economic development

Strategic plan for socio-economic development of a municipal formation is, in its essence and content, a mechanism for the implementation of strategic goals formulated in the concept of its development. In this regard, this section of the comprehensive program of socio-economic development is recommended for municipalities at the level of urban districts, municipal districts and large urban settlements.

The starting point for developing a strategic plan is the system of agreed strategic goals and development priorities formed in the concept

municipality, and as well as tools and mechanisms for their implementation.

hallmark strategic plan in comparison with the long-term plan is its focus only on the most important thing is to ensure the implementation of strategic priorities socio-economic development of the municipality.

The above conditions and determine, basically, structure of the strategic plan municipality. As a rule, it consists of three sections.

1. The first section includes the final part of the concept of development of the municipality, i.e. the system of agreed priorities for its development, which make up the strategic choice of the municipality, and contains a package of local priority, medium-term and long-term goals and objectives, as well as (if necessary) updated analysis of the current state of the internal and external environment of the municipality.

2. The second section contains the basic scenario for the implementation of the strategic priorities of the municipality, which provides the greatest likelihood of implementing the strategic goals and objectives. The base scenario is selected on the basis of a technical and economic comparison of probable options (scenarios) for the socio-economic development of the municipalities of the scenario. The main requirements for the formation of scenarios are:

realism;

the absence of antagonistic contradictions with the strategic interests of the subject of the Russian Federation;

minimization of the use of budgetary resources (since the budget, first of all, is the guarantor of current financing of subjects of local importance) and maximization of other resources, both internal and external, at all time periods for the implementation of the strategic priorities of the municipality;

availability of options for sustainable material support for the implementation of scenarios;

the validity of the trajectories of the development of events under certain conditions for financing strategic goals;

consistency with the strategic interests of the subjects of municipal planning and management.

The following can be distinguished script types:

Inertial - a scenario focused on the development of the municipality under the influence of the trends prevailing at the beginning of the planning period within the framework of the previously formed event trajectory. The scenario assumes sluggish processes of reforming market relations, conservation of existing contradictions, passive attitude towards the future of the municipality on the part of the subjects of territorial planning and management.

Innovative - a scenario focused on the development trajectory of the municipality, which is fundamentally different from the pre-planning period. The scenario assumes the formation of new relations between the civil society, business and government, new options for municipal management, a new impetus for the development of market relations, new forms and methods of lobbying local producers in foreign markets, etc.

Transitional - a scenario that assumes the presence at certain stages of both inertial and innovative trajectories of the development of the municipality.

3. The third section of the strategic plan should contain a mechanism for implementing the basic scenario of the strategic priorities for the development of the municipality, including:

scenario implementation stages;

legal support

principles, forms, methods and tools of managerial influence on the process of the chosen scenario for the implementation of strategic priorities for the development of the municipality;

the size and composition of the resources needed to implement the chosen scenario of strategic priorities for the development of the municipality;

proposals for financing the implementation of the strategic priorities of the municipality at the expense of the budgets of all levels;

the main principles of monitoring the implementation of the strategic priorities of the municipality in the framework of monitoring the implementation of a comprehensive plan for its socio-economic development.

3.3. Socio-economic development plans

The structure of the planned component of the integrated program socio-economic development in the form of the following interrelated documents:

for an urban district, municipal district - this is a current (annual) plan, a medium-term plan (5 years) and a long-term plan (10 years);

for urban, rural settlements - this is the current (annual) plan and the medium-term plan (5 years).

3.3.1. Long-term plan for socio-economic development

Long term plan at the level of the city district, municipal district, as mentioned above, should be drawn up for a period of at least 10 years. That is, the period mentioned above should be drawn up for a period of at least 10 years. That is, its validity period, on the one hand, should not exceed the planning horizons for the socio-economic development of a constituent entity of the Russian Federation, and on the other hand, it should not be less than the validity period of two of its own medium-term plans. The algorithm for the formation of a long-term plan for the socio-economic development of the municipality is shown in Figure 2.7.

the long-term plan should not be overly voluminous, as this is just a section of a comprehensive program;

the construction of sections of the long-term plan should provide the possibility of updating their indicators as the implementation of local, medium-term goals, tasks and programs or changes in the external environment.

the first stage of the implementation of the long-term plan is the implementation of the annual plan, the second is the medium-term one. Therefore, the “steps” of the indicators of the long-term plan should be equal to five years, i.e., the period of medium-term planning, and the medium-term, respectively, to one year.

Synchronization of the implementation of strategic priorities for the development of the municipality with the implementation of long-term municipal targeted programs, investment business projects for the tasks, stages and resources necessary for the implementation of each stage:

1. Actualization of analytical data obtained at the first stage of planning; formation of a model of the modern appearance of the territory

2. Formalization of conceptual and current goals and objectives for the planned period into a system of indicators - indicators of socio-economic development, reflecting the prospective appearance of the territory

3. Determination of stages and options for achieving the planned indicators, goals and objectives, as well as systems of indicators to evaluate the results of their implementation

4. Calculation of the resource support necessary for the implementation of the stages and options of the municipality in the planned time frame

5. Assessment of the possibilities of the own economy in the resource provision of strategic goals and other plans and programs of the municipality and determination of the size, forms and methods of attracting external resources