CONTENT
INTRODUCTION 3
SECTION 1. GENERAL DESCRIPTION OF THE PURPOSE AND OBJECTIVES OF THE ACTIVITIES OF THE MKU "AUTHORITY OF THE HIGHWAY DISTRICT" 5
1.1 General characteristics of the MCU "Administration of the Highway District" 5
1.2 Goals and objectives of the activities of the MCU "Administration of the Highway District" 6
SECTION 2. GENERAL PROVISIONS OF THE LEGAL STATUS OF THE PERSONNEL POLICY AND VIOLATIONS OF THE FL OF THE INSTITUTION OF THE MKU "MAINTENANCE OF THE HIGHWAY DISTRICT" 13
2.1 Legal status of the Institution 13
2.2 The structure of the council functional responsibilities of the personnel of the institution of violation of the Federal Law in the organization of the work of the institution of the MCU "Administration of the Highway District" 13
SECTION 3. STUDYING THE TYPES OF PLANNING IN THE ACTIVITIES OF THE INSTITUTION 20
INTRODUCTION 20
CHAPTER 1. THEORETICAL ASPECTS OF THE DEPARTMENTAL TARGET PROGRAM OF BUDGET PLANNING 22
1.1 The essence of the departmental target program of budget planning 22
1.2 Advantages and disadvantages of a departmental target program 25
Chapter 2
2.1 Target objectives and performance indicators 29
2.2 Expenditure obligations of budgetary funds and revenue generation 32
2.3 Long-term targets 34
2.4 Distribution of planned expenditures of budgetary funds by goals and objectives 35
Findings 38
CONCLUSION 40
REFERENCES 42

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INTRODUCTION
Educational practice contributes to the consolidation of theoretical knowledge and the acquisition of professional skills in the study of the features of the implementation of managerial activities in organizations, institutions of state and municipal enterprises bodies of state power and local self-government study of the management system, implementation of the processes of strategic and operational planning, systematization of information and the formation of statistical and financial reporting for management purposes.
The main goal of educational practice is
Based on the goal, the following tasks were identified
1. To study the objectives of the task, the regulatory framework for management activities, the performance of functions, as well as the organizational and functional structure of the practice base.
2. Conduct an analysis of the directions of the types of forms and tools used in the management activities of the governing body - the basis of practice.
3. Identify and diagnose problems in the activities of the governing body - the basis of practice.
4. Develop a project to solve the identified problems or one important problem and improve the activities of the governing body - the basis of practice.
5. Complete an individual practice task.
The object of the study is the Municipal State Institution "Administration of the Avtodorozhny District" of the urban district "city of Yakutsk"
The subject of the study is the federal legislation regulating the activities of the Municipal Institution "Administration of the Avtodorozhny District" of the urban district "city of Yakutsk"
SECTION 1. GENERAL DESCRIPTION OF THE PURPOSE AND OBJECTIVES OF THE ACTIVITY OF THE MCU "AUTHORITY OF THE HIGHWAY DISTRICT"
1.1 General characteristics of the MKU "Administration of the Highway District"
The full official name of the Institution "Administration of the Avtodorozhny District" is the municipal state institution of the urban district "city of Yakutsk".
Location and legal address of the Institution 6770 Republic of Sakha Yakutia Yakutsk st. Krupskaya 19.
During the internship, I managed to closely familiarize myself with the structure and internal regulations"Administration of the Highway District" MKU GO "city of Yakutsk" to study various aspects of its activities.
First of all, you should contact general information which is the basis for a deeper consideration of a number of issues.
"Administration of the Highway District" MKU GO "city of Yakutsk" is a territorial executive and administrative body of the District Administration of the city of Yakutsk. Carries out its activities within the boundaries of the administrative territory defined by the Charter of the City District "city of Yakutsk". In its activities, the council is guided by the Constitution Russian Federation federal laws and regulatory legal acts of the Russian Federation; laws and other legal acts of the Republic of Sakha Yakutia; the Charter of the Yakutsk City District; legal acts of local governments.
At present, the Avtodorozhny District occupies an area of ​​42 km2 with a population of 25,129 thousand people, including
adult population
children 6149
Participants of the Second World War 5
Home front veterans 283
There are no widows of the dead veterans of the Great Patriotic War
Widows of the deceased participants of the Great Patriotic War 19
Retirees 5876
Low-income families 174
Large families 42
Guardian families 45
Single dads 25
Disabled 2080
Unfavorable families registered 43
Orphans under guardianship 7
Housing service companies
1. LLC UK "Irmak"
2. LLC UK "Arktika"
3. LLC UK "Garantiya"
4. LLC UK "Tuymaada"
5. LLC UK "Severnoye"
6. LLC UK "Roskatekh"
7. LLC UK "Prometey"
8. LLC UK "Gubinskoe"
9. OOO UK "Ilyinka"
There are 9 heat energy suppliers
1. YaO "Energosbyt"
2. MUP "Teploenergiya"
3. OOO Sakhaelectrogaz
4. LLC "Energy - 2002"
5. JSC "DSK"
6. IP "Mizuhara"
7. YAGSHA
8. REU - 6 "Amur"
9. Holbos-seti LLC
1.2 Goals and objectives of the activities of the MCU "Administration of the Highway District"
The institution was created with the aim of exercising the function of managing the local economy and the socio-cultural sphere on the territory of the district for ensuring the rule of law, protection and the rights of citizens' freedoms in the urban district "Yakutsk City".
In accordance with the Charter approved by the Order of the District Administration of the city of Yakutsk 2609r dated November 28, 2011. “On the creation of the “Administration of the Highway District” of the MKU GO “Yakutsk City”, the institution carries out, within the limits established by the legal acts of the GO “Yakutsk City”, executive, administrative, coordinating and control activities on the territory of the Highway District.
As part of the delegated powers, the Institution has the goal of ensuring the comfort of living for the population on the territory of the Highway District, hereinafter referred to as the "District", which is expressed in the following indicators
The degree of improvement of the territory of the district is a fairly extensive indicator, which includes the presence of green spaces, including trees, shrubs, flower beds, established flowerpots, alpine slides, lawns, squares, arrangement of the courtyard area, the presence of children's and sports grounds, the presence of footpaths, paved roads, the presence of lighting and drainage trays, timely and regular removal garbage snow from unauthorized dumps abandoned bodies abandoned cars auto scrap metal garages containers placed without title documents, etc.
The degree of satisfaction of the population with the improvement of the territory is determined by conducting a sociological survey of the population.
In order to fulfill the tasks set, a departmental target program "Integrated Development of the Yakutsk City Highway District" for ____ was developed. further - the Program was prepared in order to implement the Decree of the District Administration of the city of Yakutsk dated 11/11/2011 199p "On approval of the Program of the city district" City of Yakutsk "to improve the efficiency of budget expenditures for ____ years"
The institution carries out activities
In the field of economics and finance
– Participates in the development of key indicators of plans and programs for socio-economic development Participates in the implementation of city plans and programs implemented in whole or in part in the district
– Provides information to the District Administration of the city of Yakutsk on the socio-economic situation in the district
- Forms proposals on key indicators budget system expenses of the Institution
— Develops proposals for increasing local budget revenues and optimizing the costs of the Institution's budget estimates.
In the field of urban planning, architecture, land use and environmental protection
– Carries out, within the competence, control over the state of development and garage construction on the territory of the district; contributes to the inventory of land for residential and non-residential premises also maintains a register of tenants of all forms of ownership
— Controls the use of land for the intended purpose
– Identifies illegally arranged parking lots of vehicles and other objects placed in violation of the legal acts of local governments and transfers information to the relevant authorities for taking action
– Issues binding orders to eliminate sanitary and environmental offenses and take the necessary measures to protect the environment, exercises control, together with YTKOP, to prevent the formation and liquidation of unauthorized dumps in the territories under its jurisdiction
— Petitions for the suspension of construction or operation in the county that is carried out in violation of environmental building health standards
— Contributes to the implementation of a unified city policy in the field of land use construction and environmental protection in the district.
In the field of trade, entrepreneurship and provision of services to the population
- Promotes the development of trade and entrepreneurship in the district
— Maintains a register of individual entrepreneurs of trade enterprises Catering and consumer services in the district. Studying demand and conjecture consumer market protects the interests of consumers on the territory of the district creates conditions for providing the population with services of public catering trade and consumer services
– Controls the implementation of measures to restore sanitary order in places of trade in the territories adjacent to public catering trade enterprises and consumer services, regardless of ownership.
In the field of housing policy of housing and communal services
— Supervises the preparation for operation, including seasonal municipal housing stock
– Identifies unoccupied and illegally occupied residential premises on the territory of the district and sends information to the MCU “Department of Housing Relations”
– Provides the District Administration of the city of Yakutsk with information on the state of the housing stock of the district, the expediency of its further use and the necessary measures to bring the housing stock into a condition suitable for operation
– Organizes and controls the choice by the owners of apartments and premises of the method of managing an apartment building
– Carries out measures to reform the housing and communal services of the district
— Participates in monitoring the implementation of primary measures fire safety in the district 8a
– Controls the quality of compliance with the regime for providing housing and communal services provided to the population, heating, electricity, water and gas supply, sewerage, etc.
In the field of landscaping and landscaping
– Together with the relevant services of the District Administration of the city of Yakutsk, provides landscaping and landscaping of the district
- Carries out activities to restore sanitary order in the district. Monitors compliance with the schedule for cleaning the territory assigned to enterprises by organizations, institutions, regardless of ownership, located in the district
- supervises the work of housing maintenance organizations in matters of cleaning adjoining and intra-quarter territories for maintaining children's and sports grounds in accordance with the Decree of the State Committee for Construction and Housing and Communal Complex of the Russian Federation 170 of 09/27/2003. "On approval of the rules and norms for the technical operation of the housing stock"
– Together with the housing stock maintenance organization, it monitors the safety of green plantings of lawns in square parks. Prevents unauthorized storage of building materials, debris, sand, snow, etc. on lawns.
— Is the customer for the following works in the district with the inclusion of financial resources in the estimates
– construction of children's playgrounds and sports grounds and their current maintenance repair replacement of fences for play and sports structures painting
– landscaping seedlings land watering
- bevel of reeds
— landscaping and maintenance of lawn squares
— landscaping of the yard area replacement repair of the fence backfill demolition of dilapidated burnt pantries current maintenance
— spring-summer cleaning of intra-quarter territories
- snow removal and removal
- Overseeing the cleaning of storm sewers.
In the field of sports culture and work with public associations
— Takes part in the implementation of federal and regional and municipal programs in the field of culture, physical education, sports, youth and family policy
– Organizes work on the development and revival of historical national and cultural traditions. Provides assistance in the preservation of cultural heritage sites located on the territory of the district
– Participates in the holding of citywide events, reviews, competitions, exhibitions, festivals creates conditions for the development of organizational health and sports events on the territory of the district of mass sports
— Creates conditions and organizes the work of public associations. Assists in the creation and organization of the work of children's and teenage clubs at the place of residence.
Other activities
- Contributes to the execution of decisions taken by direct expression of the will of citizens at a meeting of citizens, local referendums, decisions of the Yakut City Duma, orders of the Head of the city district "Yakutsk city"
– Organizes the work of public formations for the protection of public order participates in the organization of work to prevent neglect of juvenile delinquency and identify dysfunctional families
– Together with the guardianship and guardianship authorities, it contributes to the placement of orphans and children left without parental care
— Attracts departmental automobile transport and other resources of all enterprises located on the territory of the district by decision of the headquarters of civil defense and emergency situations for holding citywide events
- Coordinates and controls the work of district inspectors, takes part in civil defense activities to protect the population and territory of the district from natural and man-made emergencies.
- exercises other powers in accordance with the Charter and other acts of the urban district "city of Yakutsk".
SECTION 2. GENERAL PROVISIONS OF THE LEGAL STATUS OF THE PERSONNEL POLICY AND VIOLATIONS OF THE FL INSTITUTION MKU "ADMINISTRATION OF THE HIGHWAY DISTRICT"
2.1 Legal status of the Institution
An institution is a legal entity from the moment of state registration and has the right
1. Request and receive, in accordance with the procedure established by law, from state authorities and local self-government bodies of legal entities and individuals information and materials necessary for the Institution to fulfill its goals
2. On a separate balance sheet, reflect the composition and value of property assigned to the Institution on the right of operational management and own property
3. Have personal accounts opened in accordance with the provisions of the Budget Code of the Russian Federation and the procedure for opening and maintaining personal accounts with the financial authority executing the local budget; have a seal with your name;
4. Participate in placing orders for municipal needs.
The institution is responsible for its obligations with the funds at its disposal.
2.2 The structure of the council functional responsibilities of the staff of the institution for violating the Federal Law in organizing the work of the institution of the MCU "Administration of the Highway District"
According to Decree 271p dated December 21, 2012 “On the structure and maximum number of staff units of administrations of administrative districts and suburban administrations of the urban district “Yakutsk city”, the staffing is 14 staff units.
In accordance with the Charter of the city district, the decision of the YaGD RYAGD-51-23 dated December 20, 2012, the territorial bodies of the local administration included in the structure of the administration are the Departments of the respective territories.
The activities of the Departments are regulated by the Regulations on them, Appendix 1-15 to the Decision of the YaGD RyaGD-51-23 dated 12/20/2012.
According to p.p. 1.1 1.3 of the Regulations of the Office are territorial bodies of local administration that are part of the structure of the Okrug Administration of the city of Yakutsk, performing executive and administrative functions in the respective territories as part of the exercise by local authorities of the GO "Yakutsk City" of authority to resolve issues of local importance.
The departments carry out their activities directly and through their subordinate organizations in cooperation with other bodies and structural subdivisions of the city administration, municipal institutions of the city district, federal executive bodies, executive bodies of the Republic of Sakha Yakutia, their territorial bodies and institutions, other state bodies, public associations and other organizations.
The Department of the Highway District of the Okrug Administration is headed by the head appointed and dismissed by the Head of the City of Yakutsk, who is a municipal employee at the same time holds a position and is the head of a subordinate institution - the Head of the Administration of the Highway District of the MKU GO "Yakutsk City".
The Head of the Department is personally responsible for the fulfillment of the tasks assigned to the Department and the proper implementation of the functions assigned to the competence of the Department.
In connection with the foregoing, there are a number of violations of the requirement of federal legislation in the organization of the work of the Office of its head and the institution subordinate to him of the MCU “Administration of the Highway District”.
1. Relations associated with the entry into the municipal service of citizens of the Russian Federation, its passage and termination, as well as with the determination of the legal status of the status of municipal employees are regulated by the Federal Law of 02.03.2007 "On Municipal Service in the Russian Federation".
According to Part 1 of Art. 2 of the Law on Municipal Service in the Russian Federation, municipal service is a professional activity of citizens that is carried out on an ongoing basis in positions of municipal service replaced by concluding an employment contract.
The position of the municipal service is a position in the local government body of the apparatus of the election commission of the municipality, which are formed in accordance with the charter of the municipality with the established terms of reference to ensure the execution of the powers of the local government body of the election commission of the municipality or the person replacing the municipal position, Part 1, Art. 6 of the Law.
The positions of the municipal service are established by municipal legal acts in accordance with the register of positions of the municipal service in the constituent entity of the Russian Federation approved by the law of the constituent entity of the Russian Federation.
When compiling and approving the staffing table of the local self-government body of the apparatus of the election commission of the municipality, the names of the positions of the municipal service provided for by the register of positions of the municipal service in the constituent entity of the Russian Federation are used. 2 and 3 Art. 6 of the Law.
According to Part 1 of Art. 10 of the Law on Municipal Service, a municipal employee is a citizen who, in the manner determined by municipal legal acts in accordance with federal laws and laws of a constituent entity of the Russian Federation, performs the duties of a municipal service position for allowance paid from the local budget.
According to the employment contract with the municipal employee - the head of the Department of the Highway District of the job description of the head of the Department, during the absence of the head of his duties, the deputy of the MCU "Administration of the Highway District" acquires the appropriate rights and is responsible for the proper performance of the duties assigned to him, that is, the duties of the municipal employee are assigned to a person who is not a municipal employee and does not have the right to perform the relevant duties of a municipal position.
2. The local self-government body committed violations when adopting the Charter of the "Administration of the Highway District" of the MKU GO "Yakutsk city" approved. Order OA 2609r dated November 28, 2011, with amendments and additions, hereinafter the charter of the Council.
In accordance with paragraphs. 1 3 Art. 14 of the Federal Law of January 12, 1996 "On non-profit organizations» The founding documents of an institution are the charter, the requirements of which are required for execution by the non-profit organization itself by its founders and participants.
According to Part 1 of Art. 28 of the Federal Law on Non-Profit Organizations Structure Competence The procedure for the formation and term of office of the governing bodies of a non-profit organization, the procedure for making decisions and speaking on behalf of the non-profit organization are established by the constituent documents of the non-profit organization in accordance with this Federal Law and other federal laws, and in relation to a municipal state or budgetary institution - also in accordance with the regulatory legal acts of the local administration of the municipality or, in cases established by the federal law of the constituent entity of the Russian Federation or the regulatory legal act of the representative body of local self-government - the regulatory legal acts of other public authorities of state bodies or local governments.
Based on p.p. 6.2 6.5. of the Charter of the Council, the executive body of the institution is the Head - the Head of the Council, who carries out current management on the principle of unity of command.
For the person holding the position of the head of the institution, a number of restrictions on prohibitions are established, including holding positions and engaging in other activities in state bodies, local self-government bodies, commercial and non-profit organizations, except for teaching scientific and other creative activities, clause 6.10.2 of the Charter of the Council.
But in violation of the requirements of the legislation on non-profit organizations of the Charter of the Council, the head of the institution of the Council is a person holding a municipal position - the head of the Department and receiving appropriate remuneration for it.
The District Administration of the city of Yakutsk adopted Decree 27 p of December 21, 2012 "On the structure and maximum number of staff units of administrations of administrative districts and suburban administrations of the city district" City of Yakutsk "which actually approved the structure and maximum staffing of administrations of administrative districts of suburban administrations and their subordinate institutions .
The typical structure and maximum staffing of the Departments provides for the presence of only one unit - the head of the Department who is a municipal employee.
The structure of the subordinate institution includes 14 staff positions, including 1 deputy head for general issues and 1 deputy head for housing and communal services and municipal housing; there is no position of head - Head of the Council.
The rate of the head of the Administration is not provided for by the approved structure and staffing of the Administrations and their subordinate institutions of the Administration, that is, today the head of the Administration performs the functions of the head - the Head of the Administration, the rate of which is not provided for by the municipal legal act and is not included in the structure of the municipal public institution.
3. In violation of Part 2 of Art. 49 of the Civil Code of the Russian Federation Art. 3 and 4 of the Federal Law of February 7, 2011 “On the Police”, paragraph 3.3.7 of the Charter of the Council, the institution was granted the right to attract departmental vehicles and other resources of all enterprises located in the district by decision of the Civil Defense and Emergency Situations headquarters for holding citywide events, as well as the right to coordinate and control the work of district inspectors with the population living in the district.
Currently, at the level of federal legislation, there are no regulatory legal acts imposing on legal entities the obligations established by clause 3.3.7 of the Charter and providing for the authority of municipal bodies to establish them.
The vesting of a municipal institution with powers beyond the powers granted by law and the imposition on legal entities of duties not provided for by law is, in accordance with subpara. "e" p. 3 of the Methodology for conducting anti-corruption expertise of regulatory legal acts and draft regulatory legal acts approved. Decree of the Government of the Russian Federation of 26.02.2010 96 corruption factor, since when adopting the Charter of the institution, the municipal body went beyond the powers granted to it by law and, without legal grounds, established obligations for legal entities.
4. Contrary to the requirements of paragraphs. "a" "g" "e" part 1 of Art. 13 of the Federal Law of 09.02.2009 "On providing access to information on the activities of state bodies and local governments" on the official website of the District Administration of Yakutsk, Yakutsk.rf has not yet posted data from institutions subordinate to the Departments of Management, information about their tasks and functions and as well as postal addresses of e-mail addresses if there are telephone numbers of reference services of subordinate organizations.
The above violations indicate non-compliance with the requirements established by the legislation on local self-government and municipal service when organizing the work of the territorial body of the local administration of the head of the Department and the institution of the Council subordinate to them.
SECTION 3. STUDYING THE TYPES OF PLANNING IN THE ACTIVITIES OF THE INSTITUTION
INTRODUCTION
The relevance of this work lies in the fact that the departmental target program is used to finance individual state programs of social and economic development. It makes it possible to identify sources of resources for the implementation of programs and determine the effectiveness of these programs.
The very idea of ​​a departmental targeted program is to focus not only on the possibilities of the budget, but also on how to use them most effectively in order to obtain concrete results. TDP is closely related to the normative balance and economic-mathematical methods and involves the development of a plan starting with an assessment of final needs based on the goals of economic development with further search and definition effective ways and means of their achievement and resource provision.
The purpose of this work is to consider the features of the application of a departmental target program in budget planning and forecasting, consideration of the planning practice of this method when planning budget expenditures of the institution of the MCU "Administration of the Highway District" - the city of Yakutsk.
The tasks of this work include
1. consideration of the essence of the departmental target program of budget planning
2. identifying the advantages and disadvantages of using the program-target method
3. study of the practice of planning expenditures of the budget of the urban district of the MKU "Administration of the Avtodorozhny district" of the city of Yakutsk by the program-target method.
The subject of this research term paper the departmental target program acts as a method of budget planning.
The object of this course work is the establishment of the MKU "Administration of the Highway District" - the city of Yakutsk.
CHAPTER 1. THEORETICAL ASPECTS OF THE DEPARTMENTAL TARGET PROGRAM OF BUDGET PLANNING
1.1 The essence of the departmental target program of budget planning
A departmental target program is one of the types of planning based on the orientation of activities towards achieving the set goals. In fact, any method of planning is aimed at achieving any specific goals. But in this case, the planning process itself is based on the definition and setting of goals, and only then are the ways to achieve them selected.
The essence of the GVP lies in the selection of the main goals of the social, economic and scientific and technological development development of interrelated activities to achieve them within the scheduled time frame with a balanced provision of resources, taking into account their effective use. That is, the departmental target program is built according to the logical scheme “goals - ways - ways - means”. First, the goals that must be achieved are determined, then the ways of their implementation are outlined, and then more detailed methods and means are outlined. Ultimately, having set some goals, the organizer develops a program of action to achieve them. It follows that a feature of this planning method is not just forecasting future states of the system, but drawing up a specific program to achieve desired results. That is, the departmental target method of planning is “active”, it allows not only to observe the situation, but also to influence its consequences, which distinguishes it favorably from most other methods.
The departmental target program, firstly, contributes to the observance of a unified approach to the rational use of Money for solving the most pressing problems and, secondly, it is a tool for leveling the economic situation of individual territories.
Compared to other methods, the departmental target program of the VTsP is relatively new. It became widespread only in last years although it has been known for a long time and was first used during the development of the plan of the State Commission for the Electrification of Russia. TDP is closely related to normative balance and economic-mathematical methods and involves the development of a plan starting with an assessment of final needs based on the goals of economic development with further search and identification of effective ways and means to achieve them and provide resources. This method implements the principle of planning priority.
The TSP is used in the development of targeted integrated programs, which are a document that reflects the purpose and complex of research, production, organizational, economic, social and other tasks and activities linked by resources to performers and deadlines for implementation.
A departmental target program can be applied at various organizational levels, microeconomic - in relation to a separate organization and macroeconomic - in relation to the country's economy as a whole. In each of these cases, there is a specific application of the planning method under consideration.
With the departmental-target approach to intra-company planning, the basis for managing an organization is the so-called target program of the enterprise, which formulates the goals of the institution and a set of measures to achieve them. Because Since the external environment is constantly changing, the program is supposed to be periodically adjusted and brought into line with the current state of the market. At the same time, short-term programs for the development of an institution are a concretization and continuation of the target program of the enterprise. Carrying out activities to change the goals of the institution and the program of action is the task of the manager of the organization of the senior manager. The process of program-target planning in the organization takes place in stages. In this case, the following stages are distinguished.
1. Development of common goals.
2. Definition of specific detailed goals for a given relatively short period of time.
3. Determination of ways and means to achieve them.
4. Monitoring the achievement of the set goals by comparing planned indicators with actual ones.
In practice, it has been proven that the use of departmental target planning in organizations can improve the accuracy of forecasts and bring planned indicators closer to actual ones, which greatly contributes to the successful development of the institution.
The departmental target program is one of the most common and effective methods of state regulation of the economy used in most developed countries. This method involves the development of a plan based on the goals of economic development with further search and identification of effective ways and means to achieve them and provide resources.
Program-target planning also faces more specific tasks, such as a direct impact on the location of new enterprises, migration flows, the development of individual territorial entities, the development of new areas, the rise of the economy of depressed areas, the resolution of acute environmental and economic situations, etc.
The departmental target program of planning and management assumes a certain documentary base. The main document that characterizes the socio-economic processes in Russia from the point of view of planning and determines the regulatory role of the state is the forecasts of socio-economic development for the corresponding periods. Their content goes beyond pure forecasts, as they contain real proposals for the impact on the country's economy. More specific planning documents are comprehensive targeted programs.
Thus, having considered the importance of the departmental target program for planning budget expenditures, we can conclude that the departmental target program for budget planning provides a direct relationship between the distribution of budgetary resources and the actual or planned results of their use in accordance with the established priorities of state policy. Program-targeted budget planning proceeds from the orientation of budgetary resources towards the achievement of socially significant and, as a rule, quantitatively measurable results of the activity of budgetary funds administrators.
1.2 Advantages and disadvantages of a departmental target program
Recently, the departmental target program has been increasingly used as a tool for budget planning. The choice of this method is primarily due to its features and advantages that allow to carry out a full cycle management process- from setting planning tasks to evaluating the result and efficiency of budget expenditures.
Advantages of the program-target method
1. Gives a clear idea to government agencies and society what budget funds are spent on
2. Ensures transparency of the budget and makes it possible to assess whether the goals set at the planning stage have been achieved and whether the tasks have been completed based on the consequences of budget execution
3. Requires a more disciplined budgeting process as it sets specific performance targets and corresponding spending targets and thus makes it harder to use these funds for purposes other than those originally set
4. Organizes the organization of the activities of the chief manager regarding the formation and execution of his budgets by clearly dividing the responsibility between the responsible executors in his system for the implementation of each budget program, and also increases the responsibility of the chief manager as a whole for compliance with the responsibility of all his budget programs for the established purpose of his activity, their financial support and improve the management of budget programs
5. Provides an opportunity to improve the efficiency of distribution and use of budgetary funds to ensure priority areas and expediency of individual budget expenditures based on greater awareness of a specific budget program
6. Provides an opportunity to revise the functional classification of budget expenditures to bring it to international standards and use solely for the purpose of preparing consolidated budgets
7. The target program provides the simultaneous solution of several tasks
planning goals and desired results
calculation of the need for resources for each activity separately for a set of activities by stages of implementation and in general for the program for the entire period of its implementation
planning the activities of the executors of activities in the key of program objectives and drawing up a balance of resources in the system of strategic goals
resource planning from different sources in the format of similar program goals.
Despite a number of advantages, the Departmental Target Program still has disadvantages.
1. Methodical incompleteness. To date, no clear, well-established definitions have been created for a wide range of conceptual provisions for the development and implementation of integrated programs; there is no unified point of view of researchers on the fundamental concepts of departmental-targeted planning and management, the relationship between the plan and the targeted integrated program. As a result, program methods have to be adapted to existing planning and management methods. All this significantly limits the scope of the application of the TCP, which is most effective for solving well-studied problems, since it is relatively easy for them to conduct research according to the “goal - system of measures - management system” scheme.
2. The departmental target program is mainly used to improve existing management systems and not to solve new problems. This situation is also related to the lack of scientific base on this issue. Program managers prefer to use the old tried and tested methods when creating new management systems to reduce risk. However, this is not always the optimal approach, which does not benefit the program being created.
3. "Forgetfulness" of control systems. This refers to the situation when, at some stage in their development, management systems begin to lose touch with the problems for which they were created. Experts attribute this to the fact that such a connection was not initially fully taken into account when creating a system for determining its boundaries of the structure of functions, etc. In addition, there is often a discrepancy between the resources expended and the social significance of the problem, which does not contribute to its successful solution.
4. Lack of adequate methods for calculating the economic efficiency of programs. As a result, it is impossible to objectively justify the need to create a program and an appropriate management system to solve any particular problem.
5. Insufficient efficiency. Sometimes, from the moment a problem appears to the moment a program is implemented to solve it, many years pass during which irreparable damage is caused to society from ignoring the problem. For example, the problem of environmental protection was hushed up for decades until finally special programs were created. Sooner or later, problems still “surface”, however, it is obvious that the sooner this or that problem is discovered and solved, the more damage can be prevented.
Thus, the departmental target program has both advantages in application and disadvantages. All the shortcomings of the TDC are associated with the lack of a scientific base on this issue. Therefore, further and deeper scientific developments in this area are needed to optimize the TRP planning process.
CHAPTER 2
2.1 Task objectives and performance indicators
This departmental target program "Ensuring the execution of the activities of the districts of the urban district "Yakutsk city" for 2015-2017" in the direction of Ensuring the execution of the activities of the Administration of the Highway District "for 2015-2017" for 2015 "was developed in accordance with and on the basis of Federal Law 131 - Federal Law of October 6, 2003 "On the general principles of organizing local self-government in the Russian Federation" Regulations on the development, approval and implementation of departmental programs approved. Decree of the Russian Federation dated 19.04.2005 239 by the Budget Code of the Russian Federation Decision of the District Council of Yakutsk dated 05.02.2008 “On Approval of the Regulation on the Budgetary Process in the City District “Yakutsk City” and Decree of the District Administration of the City of Yakutsk dated 03.26.2010 46-p “On approval of the Procedure for the development of approval and implementation of departmental targeted programs of the City District "Yakutsk City" of the Charter of the Administration of the Avtodorozhny District of the MKU of the City District "Yakutsk City"
The preparation of the program was carried out in order to optimize budget expenditures and form a program-target system of expenditures of the budget of the City District "Yakutsk City" for 2013-2017.
"Administration of the Avtodorozhnogo Okrug" municipal state institution of the City District "Yakutsk City" further The institution was established in accordance with the order of the Head of the District Administration of the City District "Yakutsk City" dated November 28, 2011 2609r by changing the type of municipal institution "Administration of the Avtodorozhnogo District of the City of Yakutsk" MU "Administration Highway District of Yakutsk.
The maximum staffing of the "Administration of the Avtodorozhny District" of the municipal government institution of the urban district "city of Yakutsk" is 15 staff units.
The institution carries out its activities in cooperation with the district administration of the city of Yakutsk by citizens and organizations residing and located on the territory of the Highway District, while being guided by the Constitution of the Russian Federation, the Laws of the Russian Federation and the RS, and the regulatory and administrative acts of the Yakutsk City Duma and the District Administration of Yakutsk.
The total area of ​​the district's territories is 42 sq. km. the territorial boundaries include the microdistrict DSK poultry farm Zalog Speech School microdistrict "Sterkh". There are 5 schools in the district, 3 preschool institutions, 2 libraries, the club "Erel" of the society of the deaf, the club named after. of the Ostrovsky Society of the Blind CPC THREE House "Archy" CDC "Europe" CDC "Kosmobol" cinema "Lena" more than 100 large enterprises 375 retail outlets 36 car repair shops 11 car washes 3 hairdressing services baths shower saunas and laundries - 7 photo services - 2 shoe repair - 3 hotels - 3 gas stations - 10 taxi services - 4.
Table 2.1 Passport of the departmental target program
"Administration of the Highway District" MKU GO "city of Yakutsk"
1 Name of the Program Departmental target program Comprehensive development of the Avtodorozhny district of the city of Yakutsk for 2013-2017
2 Customer of the Program District administration of the city of Yakutsk
3 Developer of the Program Administration of the Highway District of the Municipal State Institution of the City District of Yakutsk
4 Implementer of the Program Administration of the Avtodorozhny District of the Municipal State Institution of the City District of Yakutsk
5 Basis for the development of a departmental program name and details of the regulatory legal act Decree of the District Administration of the city of Yakutsk dated 11.11.2011. 199p On approval of the Procedure for the development and implementation of departmental target programs of the City District City of Yakutsk
6 The main goals of the Program Goal 1. Improving the comfort of living for the population landscaping
Goal 2. Ensuring the livelihoods of the population
Goal 3. Increasing accessibility of the population to quality goods and services
Goal 4. Implementation of control and supervisory functions
Goal 5. Social support of the population
Goal 6. Organization of cultural events
Goal 7. Improving the efficiency of the work of the council
7 The main objectives of the Program Task 1.1. Ensuring the preservation of green spaces and landscaping of the territory
Task 1.2. Ensuring sanitary order and cleaning of the territory
Task 1.3. Ensuring the functioning of landscaping facilities
Task 1.4. Other tasks of the program
Task 1.5. Ensuring street lighting
Task 2.1. Implementation of the principles of self-management of the housing stock
Task 2.2. Capital repairs of the housing stock
Task 2.3. Maintenance of wooden housing stock
Task 2.4. Development of address economy
Task 3.1. Organization of spring-summer trade
Task 3.2. Suppression of violations in the field of trade in public catering and consumer services
Task 4.1. Implementation of environmental control
Problem 5.1. Assignment and payment of benefits to large families from among the poor
Problem 5.2. Promotion of employment of the population
Problem 6.1. Organization and holding of cultural events
Problem 6.2. Organization and holding of sports events
Problem 6.3. Organization and holding of public events
Problem 7.1. Increasing labor productivity of MKU
Problem 7.2. Improvement of MKU equipment
8 Targets and performance indicators Target 1.1. The degree of improvement of the territories is 45-50 of the total area of ​​the territories.
Target 1.3. The number of satisfied applications of citizens through the Internet portal OneClickYkt
Target indicator 2.1. Satisfaction of the population with the work of management companies and homeowners associations - 100
Target indicator 2.2. Specific gravity Satisfied complaints of the population on issues of gas, electricity, water and heat supply and sanitation - 100.
Target indicator 3.1. The number of deficiencies and violations of consumer protection legislation, rules for trade in public catering and consumer services identified during inspections - 0
Target indicator 4.1. Number of prescriptions issued — 0
Target 4.2. Percentage of prescriptions eliminated — 100
Target indicator 5.1. The share of low-income large families in the total number of large families - 0
Target 5.2. The number of minor children registered with the KDN - 0
Target 6.1. The number of cultural events - 50 units.
Target indicator 6.2. Average number of people who took part in the events. - 500 people.
Target 7.1 Number of negative reviews - 0
Target 7.2. Total number of reviews. - fifty.
9 Total funding by year, taking into account all levels of the budget system 2014 Total 491,347 thousand rubles. including the Federal budget - 000 thousand rubles. YAN budget - 000 thousand rubles. Extra-budgetary sources - 000 thousand rubles. The budget of the civil defense city of Yakutsk is 491,347 thousand rubles.
2015 Total RUB 277,380 thousand including the Federal budget - 000 thousand rubles. YAN budget - 000 thousand rubles. Extra-budgetary sources - 000 thousand rubles. The budget of the civil defense city of Yakutsk is 277,380 thousand rubles.
2.2 Expenditure obligations of budget funds and revenue generation
"Administration of the Highway District" of the MKU GO - the city of Yakutsk, according to the Charter and constituent documents, is a non-profit organization
When implementing the goals and objectives, the Institution carries out three main expenditure obligations
financing of expenses for the maintenance of state-owned institutions; performance of functions by institutions, incl. holding district events and participating in city ones.
social security of the population, incl. providing material assistance to the population support for large families of veterans.
landscaping, incl. snow removal, cleaning of unauthorized dumps and car bodies, landscaping.
In addition, the Institution participates in the implementation of annual additional measures to reduce tension in the labor market, incl. carrying out public works to eliminate the consequences of the flood hiring temporary interns from the Yakutsk Employment Center implementation of financial expenditure obligations for the maintenance of house elders until 2009 and in 2012 the exercise of authority to prepare for the 2010 All-Russian Population Census.
The total volume of expenditure obligations performed by the Institution for the reporting and planning periods increased from 2,082 million rubles in 2013 to 2,874 million rubles in 2014; for 2015, 27,738 thousand rubles.
Thus, 11 38965 thousand rubles were allocated for landscaping and gardening in 2013 for 201413 35967 thousand rubles.
For 2014, according to the approved limits, the amount of 491,347 thousand rubles was transferred. of them
maintenance of the MKU uprava - 1572 million rubles. including organization and holding of events 6983 thousand rubles.
provision of social assistance to the population - 1134 thousand rubles.
landscaping - 1138 million rubles.
electrification of the private sector within the framework of the long-term target program "Providing power supply to the existing KIZ SOT DSK ZhSPK GO "city of Yakutsk" for 2012-2014" does not provide for the TDC in the amount of 196250 thousand rubles.
All amounts are pre-calculated and may be adjusted in the future when drawing up a budget forecast.
2.3 Targets for the long term
Target indicators for the long-term period were taken from the reporting and planning period for 2013-2017 and for the long-term period were indexed by prices and amounts, and also calculated depending on the need for certain types of work; basically, all indicators are predicted with an increase.
The highway district, in terms of administrative and territorial affiliation, borders on the outskirts of the GO "city of Yakutsk". During the previous years of the existence of the outskirts councils remained unnoticed. Additional funds are allocated to the central districts on a permanent basis both for landscaping and for landscaping.
Thus, during the period of 2012, within the framework of the Russian Forum "Russia - a Sports Power" and the V "International Games Children of Asia", large-scale landscaping and landscaping work was carried out in the central districts and the route of the delegations.
For example, the “Guba District” has almost completed work on landscaping in the form of trees, only partial replanting and replacement of dead wood is needed, but flower gardening is fully relevant throughout the district.
On the territory of the Highway District, there are a large number of wetlands overgrown with reeds where it is necessary to systematically carry out constructive work on cutting the reeds, delivering fertile land and then planting seedlings of trees and shrubs, flowers are currently planted only in the areas near enterprises and organizations.
It is also necessary to organize public gardens in remote microdistricts so that each microdistrict has a public garden.
Thus, the financing provided for the above types of work is relevant for the Autodushny District, there is a complete need and a need for a planned long-term period.
2.4 Distribution of planned expenditures of budgetary funds by goals and objectives
As already mentioned above, when transferring powers under the article "Improvement", the types of work on the improvement and landscaping of the district's territories were calculated. Unfortunately, until now most money investments from the city budget were allocated to the central districts and city streets. The outskirts have always been deprived of urban services in terms of improvement and landscaping.
In this connection, this program provides significant funding for work in the district, such as the delivery of fertile land, planting seedlings of trees, bushes and seedlings of flowers, their watering and maintenance with cleaning bins and collecting random garbage are also taken into account.
In addition, it took into account
collection of random garbage on roads that are not included in the cleaning by city services, as well as intra-quarter driveways not covered by the Criminal Code and HOA
removal of abandoned bodies that constantly appear on the outskirts of the district, as well as cleaning up burnt and unused abandoned objects.
Garbage collection includes funds for the collection and removal of constantly formed unauthorized dumps, as well as the installation and cleaning of garbage cans along the streets of the private sector and areas that do not fall under the responsibility of the UK and HOA.
It is necessary to provide funding for the pumping of melt and groundwater. These types of work must be carried out and financed until the moment when a complete culvert system with storm sewerage and compliance with counter slopes is organized in the city, and in particular in the territories of the Highway District. Accordingly, it is necessary to provide for the cleaning of culverts and storm sewers, since they accumulate a large amount of garbage, both accidental and thrown out by people passing by and residents near the lying houses. In addition, it is necessary to provide funding for cleaning up the shores and water surface of lakes.
Accordingly, when transferring authority for landscaping, it will be necessary to provide for the constant year-round work of janitors, overalls for them and appropriate working equipment. In the same types of work, it is necessary to provide for transportation costs associated with both garbage disposal and the possible operation of a loader. Also, the operation of a fecal machine for pumping out a flooded residential sector, etc.
For the rest of the goals and objectives, the distribution of funding was carried out annually and there are no changes for them. The amounts are calculated taking into account the deflator.
Distribution of the planned volumes of financing of the departmental target program by sources and areas of spending
All amounts of funding coming to the accounts of the Council come from one source i.e. from local and republican budgets.
Thus, from the local and republican in 2013, taking into account the electrification of the private sector, within the framework of the long-term target program “Providing power supply to the existing KIZ SOT DSK ZhSPK GO “Yakutsk city” for 2012-2014, the amount of 26 57315 thousand rubles was received. of which the municipal budget is 9 96493 thousand rubles. republican budget 16 60821 thousand rubles.
For the period of 2014, 19,62504 thousand rubles were received for the indicated cerebral palsy. of which the municipal budget is 7,398,64 thousand rubles. republican budget 12 226 45 thousand rubles.
Distribution of the planned volumes of financing of the departmental target program according to the codes of classification of operations of the general government sector as a whole for the GTP
According to the budget classification codes, all receipts can be divided into 3 parts - this is the content of the MKU of the Institution, including the holding of cultural events and public events, landscaping and landscaping, social support for the population.
All amounts are indexed for the planning period, except for landscaping, where calculations are given for transferred powers.
For the maintenance of the MCU of the Institution in 2013, the amount of funds amounted to 135,781 thousand rubles. for the period of 2014 1592468 thousand rubles.
For 2015 and 2016, the amount is indicated taking into account the deflator.
It is extremely necessary to provide for the acquisition and assignment of vehicles to the Institution. Since the territory of the district is large enough and scattered over remote areas, the lack of a car greatly complicates the work of the Institution's specialists.
Social security, or rather material assistance and the capital allowance for large families from among the poor, is indicated by years using a deflator.
But in practice, the expenditure of funds occurs according to the actually submitted applications.
findings
So, in this paper, some theoretical aspects of program-targeted planning were considered. After analyzing this material, certain conclusions can be drawn.
At present, program-target planning is quite well developed at the theoretical level and tested in practice.
The advantages of the program-target planning method are characterized in general by the following fundamental features
1. the indicative nature of the programs, the timing of which is directly dependent on the provision of programs with the necessary material and financial resources
2. the systemic nature of the main goals and objectives of the program for solving complex complex problems
3. ensuring the unity of methodological approaches to solving development problems by all subjects of management
4. the ability to concentrate limited material and financial resources on solving fundamental issues of the development of the economy or society as a whole in the country or in a particular region
5. potential possibility of ensuring public control in the formation of goals and objectives of program development and the use of financial resources; expertise; the formation of commissions of committees for their implementation, etc..
In Russia, program-target planning exists and is used mainly in the planning of state and local target programs. However, scientific developments in this area are clearly insufficient. As a result, the effectiveness of targeted programs being implemented is reduced, although a certain positive effect is achieved.
For the successful development of this area of ​​planning, it is necessary to carry out the following activities
create a wider scientific base on this issue corresponding to the specifics of the Russian economy
to improve the regulatory framework for the implementation of targeted programs in order to strengthen the influence of authorities on organizations - their participants and increase the efficiency of program financing.
Thus, it will be possible to achieve more effective results in the implementation of state and regional targeted comprehensive programs.
CONCLUSION
When studying the essence and significance of the program-target method of budget planning, using the example of the MCU "Administration of the Highway District", we can conclude that program-target planning is one of the types of planning based on the orientation of activities towards achieving the set goals. The program-target planning method consists in selecting the priority goals of economic social scientific and technological development, developing interconnected measures to achieve them within the specified time frame with maximum efficiency with the required provision of resources. The method includes the development of programs taking into account strategic goals, the identification of ways of means and organizational measures upon their achievement. The program-target method is used in the development of targeted integrated programs, which are a document that reflects the purpose and complex of research production organizational and economic social and other tasks and activities linked by resources to performers and deadlines.
The program-target method of spending, firstly, contributes to the observance of a unified approach to the rational use of funds to solve the most pressing problems, and secondly, it is a tool for leveling the economic situation of individual territories.
The paper considers the planning of budget expenditures of the MKU "Administration of the Highway District" by the program-target method. The programs currently being implemented in the city of Yakutsk reflect the policy priorities in specific areas of activity of the regional administration. It can be concluded that the planning of expenditures of the budget of the city of Yakutsk by the program-target method is reasonable and effective.

LIST OF USED LITERATURE
1. Organization and management of social protection of the population in the region / / Social policy of the region theory and practice Proc. allowance for universities in the specialty "Social. work" ed. I. P. Skvortsova. - M. KnoRus 2010. - S. 404 - 437.
2. The Constitution of the Russian Federation [adopted by popular vote on December 12, 1993 with amendments on December 30, 2011] // Rossiyskaya Gazeta. 2013. January 21.
3. Civil Code of the Russian Federation Part 1 dated November 30, 1994 N 51-FZ adopted by the State Duma of the Federal Assembly of the Russian Federation on October 21, 1994, ed. dated 05.02.2012 // Collection of legislation of the Russian Federation 05.12.2012.
4. Gataullin Rinat Fazltdinovich. Problems of formation of the system of social protection in the transitional economy / R. F. Gataullin V. K. Nusratullin I. V. Nusratullin Vost. in-t of economics for the humanities. sciences ex. and rights. — Ufa East. un-t 2010.
5. Geyts Igor Viktorovich. Guarantees of social protection and support of the population in the Russian Federation based on Feder. Law N 122-FZ / I. V. Geyts. - M. Business and Service 2012. - 640 p. - Library of the journal Salary. Calculations. Accounting. Taxes vol. 3.
6. State and municipal management Yurayt 2011. - 240
7. State and municipal administration. Crib Okay-book 2012. - 438 s
8. Modernization of the Russian economy and public administration KomKniga 2011. - 376 p.

FEDERAL STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"NORTH CAUCASIAN ACADEMY OF PUBLIC SERVICE"

DEPARTMENT OF STATE AND MUNICIPAL MANAGEMENT

Course work

"State and municipal management as a specialty of higher professional education"

Completed by a student

Faculty of State Medical University

Groups

supervisor

Rostov-on-Don

Introduction………………………………………………………………………………. 3

1. State structure and management………………………………………. 5

1.1 State structure of modern Russia…………………………. 5

1.2Functions of the state, tasks and methods of public administration ... 7

2. State and municipal administration: about the present and future of the specialty…………………………………………………………………………. nine

2.1 Formation of the specialty of the State Medical University……………………………………………. nine

2.2. Formation of the specialty “State and municipal management” within the framework of higher professional education…………...13

3 .Requirements for the training of a specialist and his activities…………..20

3.2 Requirements for specialist training………………………………………….23

Conclusion …………………………………………………………………………… 25

References………………………………………………………………… 26

Introduction

It will not be a big exaggeration to say that the quality of public administration is determined primarily by the quality of the staff of employees of government bodies, the stock of professional knowledge they have and the ability to apply them in their activities.

At the same time, the professionalism of people employed in the civil service implies not so much the so-called “industry” knowledge, but rather knowledge and understanding of the mechanisms of interaction between the state, society and individual citizens during the period of radical replacement of all previously existing ones with new ones. Understanding the need to organize the work of the state apparatus in a new way led to the introduction of such social institution as a public service.

In order to more quickly develop a modern civil service that corresponds to Russian realities, back in 1991 it was decided to create a system of specialized educational institutions (personnel centers, later transformed into regional civil service academies), the main task of which was to train, retrain and improve the skills of civil servants. and municipal employees.

A little later, at the beginning of 1992, the specialty “state and municipal management” was introduced into the classifier of specialties of higher professional education.

The relevance of the chosen topic is due to all of the above and a special role in the modern, increasingly complex world of management science - management - and specialists in this profession - managers.

Management is necessary at any level: enterprise, bank, educational institution, hospital, state, city, etc.

Accordingly, this can be production, financial, social, state, municipal and other management.

It has long been known that a bad manager can quickly lead an enterprise to bankruptcy, while a talented manager can lead to success. The same applies to the city. To manage a modern city is no easier than to manage the largest industrial enterprise. Management as a science of management is closely related to economics. The largest capitalist firms employ professional economists and managers and train managers in university centers. Without modern knowledge in the field of economics and management, effective management is impossible.

The requirements for a modern manager are exceptionally high. He must understand the issues of economics, politics, finance, law, human psychology, be able to work in a team, clearly and logically express and defend his thoughts, know the specific area of ​​\u200b\u200bhis professional activity well, be a comprehensively developed, civilized, cultured person. For a city (municipal) manager, work with people, with the population, is of particular importance. After all, city government exists for the benefit of the people and can only function effectively with the support of the population. The task of future managers is to be at the height of modern

requirements.

Therefore, the purpose of the course work is a detailed study of the state structure and management, the formation of the specialty "State and municipal government" within the framework of higher professional education, the requirements for training a specialist and his activities.

To achieve this goal, the following tasks are set: to study:

State structure of modern Russia

Functions of the state, tasks and methods of public administration

Formation of the specialty “State and municipal management” within the framework of higher professional education

Directions and types of activities of a specialist

Specialist training requirements

1. State structure and management

1.1 The state structure of modern Russia

According to the Constitution of the Russian Federation, adopted at a national referendum in 1993, Russia is a democratic federal law-based state with a republican form of government (Article 1).

Man, his rights and freedoms are the highest value. Recognition, observance and protection of the rights and freedoms of man and citizen is the duty of the state (Article 2). The bearer of sovereignty and the only source of power in the Russian Federation is its multinational people (clause 1 of article 3). the Constitution of the Russian Federation and federal laws have supremacy throughout the territory of the Russian Federation (clause 2 of article 4).

The Russian Federation is a social state whose policy is aimed at creating conditions that ensure a decent life and free development of a person (clause 1 of Article 7).

The Russian Federation recognizes ideological and political diversity and a multi-party system. No ideology can be established as a state or obligatory one (Article 13).

The Russian Federation is a secular state. No religion can be established as a state or obligatory one (clause 1 of Article 14).

State power in the Russian Federation is exercised on the basis of division into legislative, executive and judicial. Legislative, executive and judicial authorities are independent.

The federal bodies of state power are the President

Russian Federation, Federal Assembly (Federation Council and State Duma), Government of the Russian Federation, courts of the Russian Federation (Article 10). Other articles of the Constitution set out the functions, powers and procedure for the formation of each of these bodies. State power in the constituent entities of the Russian Federation is exercised by the bodies of state power formed by them (clause 2 of article 10).

As a federal state, the Russian Federation consists of 89 subjects of the federation. They are republics (21), territories (6), regions (49), federal cities (Moscow and St. Petersburg), autonomous region (Jewish), autonomous regions (10) - article 65. All subjects of the Russian Federation are equal (p. 1 article 5). The Constitution defines a list of issues under the exclusive jurisdiction of the Russian Federation (Article 71) and issues under the joint jurisdiction of the Russian Federation and subjects of the Russian Federation (Article 72). It has been established that on issues not listed in Articles 71 and 72, the subjects of the Russian Federation have full state power (Article 73).

Local authorities in the Russian Federation are exercised by local self-government bodies that are not included in the system of state authorities (Article 12).

1.2Functions of the state, tasks and methods of public administration

What are the functions, duties of the state, what is public administration, what tasks should it solve, what and how to manage? The functions of the state can be divided into internal and external.

The internal functions of the state include:

a) protection of the rights and freedoms of citizens, their lives, dignity, property;

b) state regulation of the economy, economic activity;

c) government regulation social sphere, cultural, scientific and other activities;

d) punitive function - suppression of attempts on the state system, property, life, rights and freedoms of citizens, violations of public order.

In solving these problems, the state uses methods of administrative and economic regulation, as well as methods of ideological influence. Administrative methods - the issuance of binding laws, a system of punishments for their non-compliance. Economic regulation is a system of taxes, customs duties, budgetary financing, a system of excises, social and other benefits that support or restrict certain types of activities. The ideological influence is carried out through the mass media and is aimed at instilling in citizens a sense of patriotism, pride in their country, and a desire to contribute to its prosperity. One of the means of educating patriotism is the use of state symbols.

At the same time, the state should not interfere in the private life of citizens, if this does not affect the interests of other citizens or society, in the activities of economic entities, political parties, public, religious and other organizations, if they do not violate the law.

External functions states:

a) defense of borders, protection of the sovereignty and independence of the country;

b) foreign policy activity;

c) outwardly economic activity;

d) representing and protecting the interests of its citizens abroad;

e) strengthening one's prestige in the world, winning a worthy place among other countries, establishing spheres of influence for large and economically strong states, and in the past, seizing colonies.

Methods for solving external problems of the state: diplomatic, economic and military.

2. State and municipal administration: about the present and future of the specialty

2.1 Formation of the specialty of the State Medical University

The formation of the specialty of the State Medical University, which began from the moment it was included in the classifier of specialties in March 1992, turned out to be divorced from the formation of the system of state and municipal service in the country.

The specialty was introduced at a time when there was not a single normative act that would define the parameters of the state and municipal service in Russia. At that time, only draft laws of the Russian Federation on public service were considered, and they differed significantly conceptually. Consequently, it was possible to form the content of education in this specialty based on general ideas on public service, existing foreign and emerging domestic experience.

The first all-Russian normative act fixing the main provisions regulating the civil service, in particular, the requirements for education, appeared only in December 1993 (Decree of the President of the Russian Federation of December 22, 1993 No. 2267 "On Approval of the Regulation on the Federal Public Service", Assembly acts of the President and Government of the Russian Federation, 1993, No. 52, item 5073).

By virtue of the education management scheme adopted in Russia, the content of education in this specialty was determined by the federal education management body and, accordingly, to the extent that this body understands, what the state (and municipal) service will be like in Russia. There was a time (albeit a rather short one) when the specialty was called “State and regional control". And in the law of the Russian Federation “On the fundamentals of the civil service of the Russian Federation” dated July 31, 1995, such a non-existent in the classifier of specialties was mentioned as "public administration"(paragraph 6 of this Law). The fact that now (by an amendment to this Law of February 18, 1999) the name of the specialty has been brought into line with the existing realities has not changed the state of affairs. And the comparison of state educational standards of the so-called. “first generation”, adopted in 1995, shows the almost complete coincidence of the requirements for training specialists in such essentially different specialties as “state and municipal administration” and “management”.

The gap between the system of training personnel for the state and municipal service and the service itself is most clearly seen in this example. In the presence of approximately 150 state and non-state universities that have licenses to train specialists with higher education in this specialty, a significant contingent of students and already trained as part of their first higher education, strictly speaking, not a single university graduate, according to current laws, can be admitted to the state or municipal service immediately after graduation.

The fact is that in the legislation of those subjects of the Russian Federation that specified the requirements for persons applying for positions in the civil service, there were requirements for work experience (usually at least a year). To illustrate, here are excerpts from the law “On public service” of the Irkutsk region (as amended by the Law of the Irkutsk region dated June 11, 1999 No. 32-03):

“b) for leaders and seniors higher professional education in the specialty "state and municipal management" or by specialization of regional public positions of the regional public service or education, which is considered equivalent.

in) for junior regional state positions of the regional civil service - secondary vocational education in the specialization of regional public positions of the regional public service or education, which is considered equivalent”.

“... 4. The following qualification requirements for length of service and work experience in the specialty are established for regional public positions of the regional public service:

a) the highest regional state positions - the experience of the regional state service in the main regional state positions for at least two years, or at least five years of professional experience ;

b) the main regional public positions - the experience of the regional public service in the leading regional public positions for at least two years or;

c) leading regional public positions - experience of regional public service in senior regional public positions for at least two years, or at least three years of professional experience ;

d) senior regional state positions - at least three years of professional experience ;

e) junior regional state positions - no experience requirement .

In the absence of the required length of service, a citizen may be appointed to a position based on the results of certification.

Such provisions are contained in the laws regulating the civil service in almost all subjects of the Russian Federation. Everywhere, for positions, starting with seniors, there are requirements for work experience. There are no seniority requirements for junior positions only, but these positions are sufficient to have secondary vocational education .

References to the possibility of appointment to positions based on the results of attestation refer, as a rule, to those who are already in the civil service. The system of holding positions on the basis of competitions provided for by law has not received due distribution. And, although graduates of many universities find application of their knowledge in state and municipal government, this happens not so much as a result of the normatively formalized system, but in spite of it.

As a result, almost all universities in their curricula, developed on the basis of the state educational standard in the specialty 061000, introduce disciplines that do not deepen the knowledge necessary to occupy positions in the state and municipal service, but those that help graduates find employment outside this system.

This practice contributes to the spread of the assignment of the specialty "state and municipal management" to the group of specialties in economics and management with the qualification "manager". Although it is obvious that the specifics of the service itself, which consists in the performance by employees of the functions of the state, implies the presence of thorough knowledge not only in the field of economics and management, but also in the field of jurisprudence, political science, and sociology. In this regard, it would be more logical to include this specialty in the group of interdisciplinary specialties (350,000) with a change in the qualifications assigned (for example, “specialist in the field of state and municipal administration”).

Nor has a clearly defined legal system of specialization in the state and municipal service developed in Russia (there is no interpretation of the concept of “specialization of civil service positions”, which is used in the laws of the federation and subjects of the Federation). Apparently, therefore, in our new standard, dedicated hours for specializations and at least recommended specializations are actually absent.

2.2. Formation of the specialty “State and municipal management” within the framework of higher professional education

The formation of the specialty “State and municipal management” within the framework of higher professional education is divorced from the formation of a system of additional professional education for state and municipal employees.

This circumstance is hardly noticeable to those who do not work on any significant scale to improve the skills and retrain state and municipal employees. This situation did not arise by chance, but due to objective circumstances.

First of all, there is no state regulation of the system of additional professional education in general, with the exception of several regulations of the Ministry of Education of the Russian Federation.

Secondly, is specifically regulated (by orders of the Ministry of Education approving the state educational standard) only the system of additional professional education federal government employees. For the same category of civil servants, requirements for professional retraining are established, in particular, in the Decree of the President of the Russian Federation of September 3, 1997 “On additional measures for the training of civil servants”, it is noted that it is necessary to draw up annual training plans for civil servants, bearing in mind that “mandatory professional retraining of persons appointed for the first time to public positions of the federal public service not lower than the deputy head of the department (hereinafter referred to as "leading positions"), during the first year of work in the specified positions ”.

By the way, this Decree does not contain any instructions to the education management body in the Russian Federation in terms of determining the content of education. There is only a recommendation to the subjects of the Federation to also draw up plans for the training of civil servants of the subjects of the Federation and municipal employees. As a result, additional vocational education in the last two categories is not regulated at all. And, as they say, “by default” for working with them, the requirements of the state educational standard for additional professional education of federal civil servants are accepted. Agree, such an approach can hardly be recognized as legitimate.

There is another circumstance that I would like to draw attention to.. The latest version of the State Educational Standard for additional professional education of federal civil servants (Order of the Ministry of Education No. 2370 dated July 31, 2000) obliges the heads of educational institutions that provide advanced training and retraining of federal civil servants to bring curricula and programs in line with the requirements of this standard, as well as with qualification requirements (characteristics) for state positions of federal civil servants. The standard itself provides that “A specific area of ​​additional professional education for a federal civil servant is selected from the list of areas, taking into account:

Type of professional activity of a civil servant (managerial, organizational, economic, planning and financial, marketing, information and analytical, design and research, diagnostic, innovative, methodical);

Qualification requirements for a specific position;

specific learning objectives;

Regional and sectoral features and specifics of the state body that sends a federal civil servant to study.

At the same time, the compilers of the standard, characterizing the types of professional activities of a civil servant, were guided by the types of activities taken from the canceled State Educational Standard in specialty 061000 (as amended in 1995), which, in turn, practically coincided with the list of activities for a manager trained in another specialty - 061100 “Management”, and remained in the new standard in the specialty “Organization Management”.

A quite natural question arises - how legitimate is such an approach? Does the content of the activity of a civil servant really coincide with the content of the activity of a manager? If we proceed from the fact that in the new system of educational standards we see significant differences between the standards for the specialties 061000 and 061100 (which is even renamed “Organization Management”), it is obvious that they are not.

And in fact,

In the absence of clearly defined qualification requirements for specific positions

If there is a discrepancy between the types of activities that are actually taking shape in the public service system and those defined in the standard,

With not only a textual discrepancy between the types of activities of civil servants listed in the state educational standards of higher professional education of the sample of 1995 and 2000,

it is impossible to implement the requirement to bring curricula and programs in line with the State Educational Standard for additional vocational education, since this standard contains clause 5.2, which states that “educational programs for additional vocational education must ensure its continuity in relation to state educational standards higher and secondary vocational education in the relevant field of study”.

To be convinced of this, it is enough to look at the list of areas of study for additional professional education programs approved by this State Educational Standard.

In this standard there is also such an innovation as “education, additional to higher”. In the absence of this type educational programs in the documents defining the requirements for civil servants, it simply “freezes”.

The formation of the specialty 061000 is divorced from the real personnel situation and the realities that have developed in the organization of work with personnel in the state and municipal service.

This circumstance has already been touched upon a little when it was about the opportunities for university graduates to occupy positions of state and municipal employees.

In addition, it is necessary to mention such points that are relevant, first of all, to regions with a low population density and an undeveloped network of educational institutions. A different population density is accompanied by a different level of education of the corresponding categories of employees.

Let's compare, for example, the Central and Siberian federal districts. The first has an area of ​​about 680 thousand square kilometers, a population of about 38 million people. The second occupies an area of ​​almost 7 million square kilometers, the population is a little over 21 million people. Obviously, approaches to the organization of educational activities in these regions should be uniform, but not monotonous.

For the system of regional civil service academies, each of which is assigned to several (for the Siberian Academy of Civil Service - 14) subjects of the Federation, this aspect is of fundamental importance.

All academies have to think about how to organize educational activities away from its location minimal cost time and financial resources from the respective budgets.

For example, the amount of overhead costs for students from the Republic of Buryatia (the cost of travel to Novosibirsk, accommodation during the period of study) is four times higher than the cost of the actual education at correspondence departments. And in the Siberian Federal District, the need for training is great: only slightly more than half of the federal civil servants have a higher education, although the Law provides for a mandatory higher education. Now the only opportunity for us to have a territorial separate divisions is the creation of branches.

The practice of work has shown that the regulations governing the creation of branches aim to make the process more manageable, and this is necessary, but at the same time, the specifics of working with state and municipal employees in vast areas with an undeveloped educational infrastructure are not taken into account. In particular, no one can answer the following questions:

Why is the consent of the leadership of the subject of the Federation required to create a branch of an educational institution, which is not interested in how it will be decided personnel issue for federal civil servants working in this subject of the Federation;

Why is it necessary to agree to the opening of a branch from the employment service in this subject of the Federation, which, most often, does not have an acceptable idea of ​​​​the needs for personnel of the relevant structures. Apparently, therefore, they so easily give their positive conclusions to requests for the opening of branches;

How to ensure compliance with the requirements for civil servants in various subjects of the Federation, without which (compliance) the processes of personnel exchange between territories and different administrative structures are hampered.

Given the presence of many universities that train specialists in state and municipal management, in the curricula of which there are many such disciplines where there are no established (generally accepted) provisions, we can safely assume the existence of conceptually different models of state and municipal management that are being introduced into the minds of students, and this cannot but lead to contradictions between employees who profess different scientific schools.

By the way, this moment emphasizes the exclusivity of the specialty “State and municipal administration” in the system of higher education specialties, which is underestimated in the practice of the Ministry of Education.

Therefore, it is necessary to organize educational activities for the training and retraining of state and municipal employees in such a way that it serves to strengthen the Russian statehood, the unity of Russia. One of the overdue moments, in my opinion, is to increase the rigidity of regulation of the content of education of state and municipal employees. Academic freedoms should first of all concern teaching methods and only after that - the content of education.

Based on the foregoing, the following conclusions can be drawn:

1. State personnel policy is just beginning to take shape, there is no system in attracting, retaining and using highly qualified specialists in the public service, in the work of training, retraining and advanced training of managerial personnel.

2. Work with personnel in fact, in real practice(and not at the level of declarations) does not yet belong to the priority areas of activity of state authorities and local self-government.

3. The formation of the legal framework for the professional education of state and municipal employees lags behind the real needs of practice.

4. A significant part of managerial personnel did not improve their qualifications for many years, did not undergo professional retraining.

5. In many administrations, there is no direct link between the promotion process and training.

6. Bodies of power and administration have little influence on the content of the training of their personnel, they practically do not participate in the development of curricula and programs.

In order to provide state authorities and local self-government with highly qualified personnel, the formation of a holistic personnel policy on the scale of the Russian Federation and the constituent entities of the Federation.

3 .Requirements for the training of a specialist and his activities

The university nature of the training of specialists allows them not to be confined within the narrow framework of specializations and work in many areas of the economy, engage in various activities. In particular, graduates with a degree in State and Municipal Administration will receive fundamental knowledge in matters of economics, law, sociology, management, finance, system analysis, urban management and the social sphere, etc. The primary objects of professional activity of a graduate with a degree in State and Municipal management” may be state and municipal bodies of representative, executive and judicial power, other state and municipal bodies, organizations and institutions. Another area may be various enterprises urban economy and social sphere, requiring qualified management. Typical positions: specialist in the structural unit of the city administration or city council for economic analysis and planning, industrial policy of the municipality, property management, land resources, housing and communal services of the city, transport services

population, personnel policy planning the activities of the local authorities themselves, control work and etc.

The activity of a specialist is aimed at ensuring the rational management of economic and social processes at the level of cities, districts and other territories, based on the interests of the population, at organizing territorial management systems, at improving management in accordance with current trends.

A specialist in state and municipal government should be able to plan his individual and collective work, orient it towards achieving the goals set, towards achieving the final result with the rational use of all types of resources. He must be able to manage a team, exercise rational control over the activities of employees and the organization as a whole, represent his organization and its interests in the external environment, investigate and diagnose emerging problems and situations, make forecasts, formulate goals and objectives, conduct consulting, methodological and educational work with employees, implement management innovation.

a brief description of main types of professional activity of a specialist in state and municipal administration:

a) managerial activity. This is the work of the head of an organization, institution, structural unit, associated with the adoption management decisions; work in structural divisions administrations providing management of property, land, real estate, individual sectors of the urban economy, public relations, control and supervision bodies;

b) organizational activity. This is work related to the organization, planning and control of the process of territory management itself;

c) economic activity related to economic analysis, forecasting and planning of the socio-economic development of the territory. This includes the development of current and long-term plans for the development of territories, interaction with business entities, calculations of the need for resources, the choice of the most effective solutions in conditions of limited resources;

d) planning and financial activities. This is work in the economic and financial divisions of government and administration, related to the organization of financial planning and management through financial leverage;

e) marketing activities. Unlike marketing in an enterprise, the subject of which is its products or services, territory marketing is the work of unlocking its potential for the most effective use;

f) information and analytical activities. Objective information and an objective analysis of the actual state of affairs are always necessary for making managerial, economic, design decisions. Almost all local governments today have information and analytical services in their structures, which, based on the study of large volumes of external and internal information, develop appropriate recommendations for improving the case;

g) design and research activities. This is work on business case design decisions related to the reconstruction, technical re-equipment and development of certain areas of the urban economy; work in economic divisions of specialized design organizations;

h) diagnostic activity. In the process of managing the territory, difficulties and problems constantly arise, the causes and ways of overcoming which are not obvious. We need professionals who know the methods of system analysis, who are able to understand the problem (diagnose it) and offer solutions. So far, few cities are using modern approaches to solving complex problems. It is this niche that the diagnostic activity of managers is called upon to fill;

i) innovation activity. A special type of activity associated with the introduction of everything new in the management organization;

j) methodical activity. Work related to the generalization of existing experience and the development of methodological recommendations for improving the case.

With some additional training, a manager with a degree in State and Municipal Administration can adapt to other types of professional activities:

research; financial, financial and economic, auditing, exchange, etc. These types are more than the specialty "Finance and Credit", but for a manager with a good economic background, this problem is quite solvable.

3.2 Requirements for specialist training

A graduate must harmoniously combine a high level of fundamental scientific knowledge and professional training.

A specialist in the field of state and municipal administration must meet the following general requirements:

Familiar with the basic teachings in the field of the humanities and socio-economic sciences, able to analyze social problems and processes, able to use the methods of these sciences in their professional activities;

Knows the basics of the Constitution and legislation of the Russian Federation, ethical and legal norms that regulate the relationship of a person to a person, society, the environment, knows how to take them into account in his work;

Has a holistic view of the processes and phenomena in animate and inanimate nature, owns scientific methods of understanding nature at the level necessary to solve professional technical, economic, environmental and other problems;

Able to continue education and conduct professional activities in a foreign language environment;

Has a scientific understanding of a healthy lifestyle, owns the ability and skills of physical self-improvement,

Owns a culture of thinking, knows its general laws, is able to correctly (logically) formalize its results in written and oral speech;

Knows how to organize his work on a scientific basis, owns computer methods for collecting, storing and processing information used in the field of his professional activity;

Able in the conditions of the development of science and changing social practice to reassess the accumulated experience, analyze their capabilities, is able to acquire new knowledge, use modern information educational technologies;

understands the essence and social significance his future profession, knows its main problems, owns professional disciplines understands their relationship;

Capable of finding non-standard solutions typical tasks or solve non-standard tasks;

Capable of project activities, knows the principles of system analysis, is able to build and use models to describe and predict various phenomena, to carry out their qualitative and quantitative analysis;

Able to set goals and formulate tasks related to the performance of professional functions, is able to use the methods of the sciences studied by him to solve these problems;

Ready for cooperation with colleagues in a team, familiar with the methods of personnel management, able to organize the work of performers, find and make management decisions in the face of conflicting requirements, knows the basics of pedagogical activity;

Methodically and psychologically ready to change the type and nature of their professional activities, work on interdisciplinary projects of organizational structures and activities of local authorities.

Conclusion

In conclusion, I would like to draw the following conclusions:

It is necessary to "join" the process of regulation of higher (and secondary) vocational education in our specialty and the process of normative regulation of the system of state and municipal service.

It is necessary to "join" the regulation of the content of basic (higher professional) and additional professional education of state and municipal employees.

In resolving the issues raised, it is necessary to develop a dialogue and joint work bodies of state power and local self-government, on the one hand, and specialized educational institutions, on the other.

The development of business relations between regional civil service academies and authorized representatives of the President in the federal districts looks promising, because the training, advanced training and retraining of civil servants is an integral part of the personnel policy, including for which the Institute of Presidential Representatives was created.

Bibliography

1. The Constitution of the Russian Federation. M., 1993.

2. Baglay M.V. Gabrichidze B.N. Constitutional law of the Russian Federation. Moscow: INFRA-M. 1996.

3. Constitutional law of the Russian Federation. Yekaterinburg: UrGUA, 1995.

4. Chirkin V.E. State studies. M.: Jurist, 2000.

5. Pikulkin A.V. Public administration system. M.: UNITI, 2000.

6. Salikov M.S. Comparative federalism of the USA and Russia. Yekaterinburg, 1998.

7. Theory of state and law from students: Textbook for universities. Web site www. juristy.ru 2000.

8. The latest literature on parliamentarism (texts of books in the public domain). Website www. jegislature.ru

9. European Charter of Local Self-Government // SZ RF, 1998, 36. St 4466.

10. Zotov V.B. Territorial administration. M., 1998.

11. Vasiliev V.I. Local government. M., 1999.

12. Vydrin E.V. Local self-government in the Russian Federation: from idea to practice.

13. Ovchinnikov II Local self-government in the system of democracy. M., 1999.

14. Municipal management / Ed. T.G. Morozova. M.: UNITI, 1997.

15. Local self-government and issues of interaction with state power. Yekaterinburg, 2000.

16. Filippov Yu.V. Fundamentals of development of the local economy. M.: Delo, 2000.

17. Municipal property as the economic basis of local self-government. Yekaterinburg. 1998.

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Each student for the period of practice chooses an individual task, Consultation is carried out by the head of practice from the department (L Pozemsky 6, room 301). The content of an individual task takes into account the specific conditions and capabilities of the organization, meets the needs of the management process and at the same time corresponds to the goals and objectives of the educational process.

The task must correspond to the abilities and theoretical training of students, providing for elements of scientific research, creative tasks in the specialty "State and municipal management" and the participation of students in the development of relevant documents (programs, forecasts, plans).

III Preparation of the report and summing up

Educational practice

The results of the training practice are drawn up in the form of a report. In it, the student must show his knowledge and ability to independently conduct scientific research, analyze and summarize the results of the institution.

The report should contain measures developed by the student to improve the activities of the institution, increase the level of organization of managerial work, improve the management of the territory or the direction as a whole.

When writing a study practice report, it is recommended to adhere to the following plan:

Introduction (1-2 pages);

· 1 section- organizational characteristics of the enterprise (10-12 pages);

· 2 section- setting up the organization of management at the enterprise (organization, institution) (10-15 pages);

· 3 section- results of research on the topic of work on the State Medical University (20-25 pages);

· Conclusions and suggestions (2-3 pages);

· Bibliography.

In the first section the report states:

· Location of the enterprise (institution);

· The size of the enterprise, its specialization;

· Organizational structure and management structure;

· Availability and characteristics of labor resources, availability of means of production;

· The analysis is carried out for the last 3 years, using the data of annual reports, plans;

In the second section the results of the management organization are considered:

Characteristics of the elements of the management process;

Organization of the activities of personnel services;

Organization of manager's work;

· Directions of rational organization of managerial work;

Conditions for the effectiveness of management decisions;

In the third section describes the issues of work on the State Medical University, the tasks set, the content and results of the student's research work, performed by him during the period of practice.

The student independently chooses the topic of practice from the proposed list and coordinates the choice with the head (deputy head) of the enterprise / organization or institution of the practice base.

In some cases, in agreement with the head (deputy head) of the enterprise / organization or institution, the topic of practice can be chosen not from the list of topics presented, but proposed by the student himself. However, it must correspond to the functional tasks solved at the enterprise / organization / institution, as well as the goals and objectives of student practice.

Approximate topics of educational practice

1. Features of information in organizational management systems government organizations, enterprises and municipal institutions.

2. Features of using information about the state of the external environment in the management systems of state organizations, enterprises and municipal institutions with feedback.

3. The concept of information support for systems of state and municipal government and its composition.

4. Models of state and municipal management.

5. Methods of formalizing tasks in organizational management systems. Description of alternatives, goals, restrictions. Criteria.

6. The position of the enterprise in the market of manufactured products (work performed and services rendered).

7. Innovation policy and increasing the competitiveness of an enterprise, organization in the market.

8. Management system for the interaction of an enterprise, organization, institution with the external environment.

9. Management system and its relationship with the organizational and legal form of the enterprise, organization.

10. Management of marketing (economic planning, financial, innovation, sales, transport, etc.) service at the enterprise/organization.

11. Quality management system at the enterprise / organization.

12. Management in non-profit organizations.

13. Management in the educational authorities (in the authorities of culture, health care, health insurance funds, pension funds, etc.) in the region, city, town, etc.

14. The process of developing a management decision at an enterprise / organization / institution.

15. Information support of management processes at the enterprise / organization / institution.

16. Information support and management of the marketing service (planning and economic, financial, innovative, marketing, transport, etc.) at the enterprise / organization.

17. The system and services of personnel management at the enterprise / organization.

18. Organization of labor, material and moral incentives for personnel at the enterprise / organization / institution.

19. Advanced training and retraining of personnel at the enterprise / organization.

20. Negotiating with clients, managing the drafting and execution of contracts. Organization and support of the state/municipal order process.

21. Management of the labor protection service at the enterprise / organization.

22. Management of the social policy of the enterprise / organization.

23. State in the securities market: search for the optimal model

24. State regulation of the insurance market in modern Russia

25. Features of state regulation of bankruptcy processes credit organizations

26. Features of regulating the activities of enterprises of various organizational and legal types (in general or for individual types)

27. Planning the activities of the company in modern conditions: essence, organization, methods

28. Business planning at the enterprise: essence, organization, methods

29. Programs of financial recovery of enterprises and their state support

30. The development of the institution of bankruptcy in the Russian Federation and the problems of its improvement as an institution of anti-crisis policy

31. State anti-crisis policy and management at the enterprise level: goals, principles, methods.

32. Types of management and features of social management.

33. Features of the management process in the field of state and municipal government and its difference from the management process in the business community.

34. The concept of "management method" and the classification of management methods.

35. The concept of "management strategy" and types of strategies in state and municipal government.

36. Theories of bureaucracy and their modern assessment.

37. The process of development, adoption and implementation of management decisions in administration: its main stages and content.

38. The main systems of public service in foreign countries.

39. Basic principles of the formation and functioning of the executive power in the constituent entities of the Russian Federation.

40. The concept of municipal government, its goals, objectives and principles.

41. Conflict: concept, types, diagnostics. Conflict management in the administration apparatus.

42. The concept of "management efficiency" and approaches to its measurement at different levels of government and management.

43. Political, administrative and economic power in modern public administration.

44. Organizational culture and personnel policy in the public service of the Russian Federation.

45. The concept of management functions and types of management functions. Functions of the modern state of state government.

46. ​​The concept and essence of the organizational structure of management, its types and use in public authorities and management.

47. Analysis of the main models of local self-government in developed democracies.

48. Public service as an institution, its goals, principles of organization and functioning.

49. The concept of "government body". Classification (types) of government bodies.

50. Administrative reforms: goals, objectives and main directions of implementation.

51. Control as a function of management. Organization of control over the execution of decisions in government bodies.

52. Forms and organization of public participation in decision-making (at the level of the subject of the Russian Federation).

53. Infrastructure of the municipal economy - the concept and components, development problems.

54. Problems of professional ethics in the functioning of the public service.

55. Risk management in public administration: basic concepts and ways to minimize.

56. The main directions of the reform of the civil service of the Russian Federation.

57. Innovative technologies for the municipal economy.

58. The essence and main directions of public administration of the social sphere in the Russian Federation.

59. The concept of control technology. Basic requirements for modern technologies of administrative management.

60. Principles, goals and objectives of municipal government in the Russian Federation.

In the final part report, the student must formulate the main conclusions in a concise form, give specific proposals for improving the work of the enterprise.

The report should be well edited and illustrated with graphs, charts, diagrams.

The student must submit with the report:

· Calendar plan for passing educational practice;

· Diary of educational practice;

· Characteristics of educational and familiarization and social activities of the student;

· Forms of analysis of the work of subdivisions of the main and auxiliary management bodies;

The calendar plan, characteristics, diary and the title page of the report must be signed by the head of the enterprise and certified with a seal.

The student submits a report on educational practice with a diary and characteristics to the department within a week after returning to the institute. Within 2 weeks after the end of the practice, students defend a report with a differentiated assessment.

To protect reports on practice, a commission consisting of 2-3 people is appointed. Representatives of other departments may be included in the commission.

When evaluating the work of a student during practice, the commission takes into account:

Characteristics of the head of practice from the enterprise (organization, institution);

· The student's activity during the period of practice (the degree of completeness of the program, mastering the basic professional skills in organizing management);

· The quality of the report and the student's answers to questions during the defense of the report.

Students who have not completed the internship program, received a negative review of their work or an unsatisfactory grade when defending a report, are re-sent to practice or are expelled from a higher educational institution.

- 263.50 Kb

STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"CHUVASH STATE PEDAGOGICAL

UNIVERSITY NAMED AFTER I.YA.YAKLVLEV»

Management department

DEPARTMENT OF MANAGEMENT

Speciality

080504 "State and municipal administration"

REPORT

in economic practice

Administration of the Kalininsky district of the city of Cheboksary

Student Yakhatina Nelli Sergeevna group GMU-2-07

Practice leader

from the enterprise ___________________

Practice leader

from the university (department of management)

_____________________

Cheboksary 2010

APPROVE

Head of department ______________________ ___

_________________________

“____” ____________ 2010

EXERCISE

for economic practice

for students of specialty 080504 "State and municipal management"

Surname, name, patronymic of the student: Yakhatina Nelli Sergeevna

Faculty, course, group: Faculty of Management, 4th year, group GMU-2-07

Place of internship: Administration of the Kalininsky district of Cheboksary

Practice report "____" ____________ 20__

Practice Sections

General characteristics of the organization.

Getting to know the organization includes:

• Description of its organizational and management structure, activities;
• Analysis of the target audience of the organization;
• Determination of the place of the organization in the social and marketing environment, etc.

Individual task from the head of practice at the enterprise: ______________________________ ______________________________ ______________________________ ______________________________ ____________

Accepted for execution: Student's signature _________ Date___________

Acquainted with the task:

Head of practice from the enterprise _____________ / ________

Individual internship plan ……………………………………...4

Practice Diary……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Introduction ……………………………………………………………………………… ...8

Chapter 1. General characteristics of the object of practice……………………………………...9

1.1. Full name of the institution.………….. .............................. .......... ...............nine

1.2. Organizational structure of the institution………………………..………... ……10

1.3. Constituent documents and documents regulating internal activities……………………………………………………………………………………..11

1.4. Mission and main goals of the institution……………………………………………………………………………11

1.5. Functions and tasks of the city district administration ……………………………… 12

Chapter 2

2.1. Interaction of higher, control and executive bodies ………….14

2.2. General information about the department of housing and communal services and improvement of the Kalininsky district of the city of Cheboksary……………………………………...14

2.3. Record keeping system …………………………………………………………..18

Conclusion ……………………………………………………………………………. 22

List of used sources…………………………………………………. 24

Annex 1. Regulations on the administration of the district of the city of Cheboksary

Appendix 2. Nomenclature of cases of the Housing and Public Utilities Department

Appendix 3. Regulations on the Department of Housing and Communal Services and Improvement

Individual internship plan

To get acquainted with the organizational and managerial structure of the municipal institution, with the rules of labor protection, safety precautions, and the operation of technical means.

Familiarize yourself with the legal documents of the municipal institution: regulations, regulations, code, etc.

Receive and send telephone messages. Prepare sample documents.

Help, if necessary, in the preparation of business documentation, its design and language processing. During the internship, I got acquainted with the work of the personnel department, learned how to use a fax, computer equipment (printer, copier), draw up personal files of employees, got acquainted with the office work of the department.

Participate in inspections of unauthorized parking lots.

Monitor the availability of modern communication technologies in the organization: pay special attention to the use of computers with software, Internet access, the formation of an email address network, the availability of a website, etc.

Head of practice from the enterprise _____________________/________ __________/

Practice diary

the date	Brief description of the work performed	Comments and suggestions checking the diary, signature and date
29.09.2010	I got acquainted with the organizational and managerial structure of the municipal institution, with the rules of labor protection, safety precautions, and the operation of technical means.
30.09.2010	I got acquainted with the legal documents of the municipal institution: position.
01.10.2010	Received and transmitted telephone messages. Participated in the preparation of responses to applications and complaints from citizens, organizations and enterprises on housing and communal services, landscaping.
04.10.2010	Prepared a sample of the "Minutes of the extraordinary general meeting of owners of premises in the form of an in-person vote of an apartment building."
05.10.2010	Received and transmitted telephone messages. She invited representatives of the HOA to a meeting on the issue of heat supply and the beginning of the heating season.
06.10.2010
07.10.2010	Received and transmitted telephone messages. Informed about the meeting of the chairmen of the HOA and housing cooperatives, members of the association of civil housing cooperatives, on the issue of prospects for 2010 under the program "Major repairs of the housing stock in Cheboksary"
08.10.2010	Preparation of technical equipment for the elections in the ChGSD MOU "Secondary School No. 56"
October 11, 2010	I called the chairmen and leaders of garage formations about the pollution of the territories, and also invited them to give explanations
October 12, 2010	Document processing: file filing. Received and sent telephone messages.
October 13, 2010
October 14, 2010	Accepted used coupons for solid waste from enterprises and organizations of the Kalininsky district of Cheboksary. Carried out the calculation of used coupons for solid waste from enterprises and organizations.
October 15, 2010	Accepted used coupons for solid waste from enterprises and organizations of the Kalininsky district of Cheboksary. File filing.
October 18, 2010	Document processing: file filing. Received and sent telephone messages.
October 19, 2010	Accepted used coupons for solid waste from enterprises and organizations kept records of the number of received and undelivered.
October 20, 2010	Accepted used coupons for solid waste from enterprises and organizations of the Kalininsky district of Cheboksary. Received and sent telephone messages.
October 21, 2010	I called enterprises and organizations of the Kalininsky district of Cheboksary on the issue of using coupons for the removal of solid waste, in connection with the end of the autumn ecological month.
October 22, 2010	Accepted used coupons for solid waste from enterprises and organizations of the Kalininsky district of Cheboksary
October 25, 2010	Document processing: file filing. Accepted used coupons for solid waste from enterprises and organizations of the Kalininsky district of Cheboksary
October 26, 2010	Accepted used coupons for solid waste from enterprises and organizations of the Kalininsky district of Cheboksary. Conducted a count of used and unused coupons.
October 27, 2010	I went around the territory of multi-apartment residential buildings for the maintenance of compliance with the rules of external improvement and compliance with the cleanliness and order of the city of Cheboksary.
October 28, 2010	Document processing: file filing.
October 29, 2010	Document processing: file filing. Accepted used coupons for solid waste from enterprises and organizations of the Kalininsky district of Cheboksary
11/01/2010	Received telephone messages from the Criminal Code. File filing.
02.11.2010	Received and sent telephone messages. Gathered information on the site - 4 information.
03.11.2010	Processed documentation: file filing. Participated in the preparation of responses to applications and complaints from citizens, organizations and enterprises on housing and communal services, landscaping.
08.11.2010	Walked around the territories of multi-apartment residential buildings for maintenance of compliance with the rules of external improvement and compliance with the cleanliness and order of the city of Cheboksary
09.11.2010	Sent telephone messages to the Criminal Code. File filing.

Introduction

The administration of the district of the city of Cheboksary - is an executive body, created to manage the district in the city, is part of the general structure of the city administration, is a legal entity and performs executive and administrative functions within its competence, established by the administration of the city of Cheboksary and in accordance with the Charter of the municipality of the city of Cheboksary - capital of the Chuvash Republic.

The Administration of the district of the city of Cheboksary is created to manage district territorial entities, performs the functions of managing and controlling economic activities, housing and communal and socio-cultural services for the population, exercising other powers determined by the regulation on the Administration of the district of the city of Cheboksary.

The purpose of the work is to familiarize with the economic mechanism of this enterprise.

To achieve this goal, the following tasks were set and solved:

• the relations in the system of organization and management of the housing economy of the city that have developed in the process of reforming have been studied;
• the analysis of theoretical bases and practical conditions of management of the given enterprise is carried out;

The object of the study is the Administration of the Kalininsky district of the city of Cheboksary.

The subject of the study is the organizational and economic mechanism for personnel management of this institution.

Chapter 1. General characteristics of the object of practice

1.1 Full name of the institution

The district administration is part of the structure of local self-government bodies of the city of Cheboksary and is the executive and administrative body on the territory of the district within the boundaries of the citywide territory. The boundaries of the district are determined by the Cheboksary city Assembly of deputies on the proposal of the administration of the city of Cheboksary.

The district administration is headed by the head of the district administration of the city of Cheboksary (Oleg Borisovich Biryukov), appointed to the position by the head of the administration of the city of Cheboksary and working on employment contract(contract). The head of the administration of the district of the city of Cheboksary, on the basis of unity of command, exercises general management of the activities of the administration of the district and its structural divisions (see Appendix 2. Structure of the administration of the Kalininsky district of the city of Cheboksary).

The district administration is a legal entity. He has a seal with the image of the State Emblem of the Chuvash Republic, settlement and current accounts in banks and other credit institutions. The property of the district administration is assigned to it on the basis of the rights of operational management.

1.2. Organizational structure of the institution

The structure of the administration of the Kalininsky district of the city of Cheboksary.