REPUBLIC OF CRIMEA

DZHANKOY DISTRICT

ADMINISTRATION

IZUMRUDNOVSKY RURAL SETTLEMENT

RESOLUTION

from 09.11.2015 No. 94

With. emerald

In accordance with the Budget Code of the Russian Federation, the Charter of the Izumrudnovsky Village Council, the Regulations on the Budgetary Process in the Municipal Formation Izumrudnovsky Rural Settlement of Dzhankoyskydistrict of the Republic of Crimea, in order to draw up the draft budget of the Izumrudnoskoye rural settlement for 2016,administration of the Izumrudnovsky rural settlement

DECIDES:

1. Approve the plan for the socio-economic development of the Izumrudnovsky rural settlement for 2016 (attached).

This resolution shall enter into force on the day of its official promulgation by posting on the website of the Izumrudnovsky rural settlementsite and at the information stand in the building of the administration of the Izumrudnovsky rural settlement of the Dzhankoy district of the Republic of Crimea (296116, Izumrudnoye village, Svobodnaya st., 33)

3. I reserve control over the execution of this resolution.

Chairman of the Izumrudnovsky village council -

head of the administration of the Izumrudnovsky rural

settlements: V.N. Vovk

Appendix

to the decision of the administration

Izumrudnovsky rural settlement

dated 09.11.2015 No. 94

Plan for the socio-economic development of the Izumrudnovsky rural settlement of the Dzhankoy district of the Republic of Crimea for 2016

The plan for the socio-economic development of the Izumrudnovsky rural settlement of the Dzhankoy district of the Republic of Crimea is a set of measures that ensure the effective solution of problems and issues of local importance in the field of socio-economic development.

The plan for the socio-economic development of the Izumrudnovsky rural settlement is drawn up for the period from 01/01/2016 to 12/31/2016, determines the main directions of development for the medium term and becomes one of the main documents of the rural settlement. The important point is that budget planning will be carried out in accordance with the main tasks defined by the long-term plan.

The main goal of the plan is to solve the socio-economic problems of the territory of a rural settlement and, on this basis, improve the standard of living of the population and develop economic potential.

The following areas have been identified as the main priorities for the socio-economic development of the settlement in the medium term:

creation of a favorable and entrepreneurial climate, formation of an infrastructure to support entrepreneurship;

creation of conditions for the development of the service sector: healthcare, education, physical culture, sports and tourism;

formation of a favorable social climate for activities and a healthy lifestyle of the population.

Geographical position of the Izumrudnovsky rural settlement

Izumrudnovskoye rural settlement is part of the Dzhankoy district of the Republic of Crimea. The settlement is located in the central part of the Dzhankoy region of Crimea in the steppe zone of the northeastern part of the peninsula. Adjacent from the north and west to the city of Dzhankoy.

Izumrudnovsky rural settlement borders on Roshchinsky, Maslovsky, Ermakovsky, Mirnovsky and Pobednensky rural settlements. The area of the settlement is 5364.42 hectares. The village of Izumrudnoe is the administrative center of a rural settlement. The territory of the villages is bordered by the railway, the highways Kharkiv-Sevastopol, Kherson-Kerch, Dzhankoy-Voinka, a branch of the Serokrymsky Canal.

The settlement includes 6 villages. Total population 6136 people:

- s.Dmitrieka - 621 people;

- the village of Izumrudnoye - 2030 people;

- the village of Kalinovka - 773 people;

- village Michurinovka - 182 people;

- Novostepnoye village - 1634 people;

- v. Vegetable - 896 people;

2. Assessment of the demographic situation, labor resources, living standards of the population

The demographic situation that has been developing in recent years on the territory of a rural settlement indicates the presence of general trends inherent in most territories of the Republic of Crimea and is characterized by the formation of a low birth rate, a high death rate, and an unfavorable birth / death ratio.

Table 1

Administrative-territorial structure as of 01.01.2015

Name of the settlement, which is part of the Moscow Region (first indicate the administrative center of the Moscow Region)	Number of permanently resident population / taking into account temporary residents
emerald	2030/14
Novostepnoye	1634/9
Kalinovka	773/12
vegetable	896/4
Dmitriyek	621/13
Michurinovka	182/2
TOTAL:	6136/54

table 2

Assessment of the demographic situation

The name of indicators	years
The name of indicators	01.01.13	01.01.14	01.01.15	01.01.16
Total population	6130	6142	6136
was born			42
Died			87
Natural increase / decrease			-45

Thus, the natural decline in the population of the settlement for the period 2013-2015 is 45 people/year (or 0.7%).

Table 3

The structure of the population of a rural settlement

The name of indicators	years
	01.01.13		01.01.14		01.01.15		01.01.16
	Pers.	%	Pers.	%	Pers.	%	Pers.	%
All population including:	6130		6142		6136		6215
younger than working age	1350	22,0	1365	22,2	1380	22,4	1417	22,8
at working age	3159	51,5	3171	51,6	3165	51,6	3192	51,3
older than working age	1621	26,4	1606	26,1	1591	25,9	1606	25,8

The demographic burden in the Izumrudnovsky rural settlement, in recent years, is high (on average 94.1%) due to the high proportion of the population younger and older than working age, but has a stable downward trend. It should be noted that the proportion of the elderly population is decreasing and as of 01.01.2015 is 25.9%.

In addition, the low share in the age structure of the cohort of the population of working age is fraught with the threat of continuing the trend of population aging. The predominance of the middle cohort of the population in the current age structure of the population does not reflect the internal age structure of the able-bodied population, a significant part of which is close to retirement age.

Changes in the age and working-age structure of the population are informal negative variations in demographic indicators. They are associated with specific economic, social and psychological consequences. Firstly, this means an increase in taxation, as have to support a greater number of social dependents due to the "aging" of the population. Secondly, the volume of social payments, benefits, services, and other things is decreasing, because. the number of taxpayers is falling. Thirdly, with a reduction in labor resources, it is difficult to maintain economic growth or even stability in the region.

Table 4

The structure of employment of the population by types of activity	% of total employment
G omanagement	3,6
Retail	8,8
Z health care	3,7
Postal services	0,5
Education	9,7
Production and distribution of water	0,4
Agriculture	28,2
K culture	1,3
Transport	2,4

The unemployed are mainly women, citizens without professional education and people of pre-retirement age. The population lacks not only attractive jobs, but also a developed recreation and entertainment industry. Capable and talented young people are trying to leave the area and move to more developed areas and regions of the country.

A large number of low-income citizens and people with disabilities who need social support live in a rural settlement.

Table 5

Socially unprotected segments of the population

Categories of the population in need of social support	Number of people
Number of low-income families / children in them	64/128
Number of single-parent families / children in them	72/145
Number of families with / children with disabilities	11/11
Number of dysfunctional families / children in them
Number of guardian families / children in them	13/15
Participants in the war
War invalids, juvenile prisoners of concentration camps, members of the database
Number of pensioners	1606

3. Assessment of economic potential

Agriculture

On the territory of the rural settlement, SPK Izumrudny, LLC Produkt-Agro, three individual entrepreneurs, and two individual entrepreneur-farmers carry out agricultural activities.

In a rural settlement, as well as in the whole region and the republic, the number of private households is decreasing. The main reasons for this were: the proximity of villages to the city, the adjoining of the villages of Izumrudnoe, Dmitrievka, Michurinovka to the city, low incomes of the villagers, low purchase prices for agricultural products, high prices for feed.

Table 6

Indicators of the state of personal farms

Indicators	Unit.	2012	2013	2014
Number of personal farmsteads	things	2325	2328	2332
Livestock of cattle	goals
Pigs	goals	1087	1085	1086
Livestock of sheep and goats	goals
Livestock of rabbits	goals
Bird population	goals	6234	6169	6170

The main problems of agricultural development are:

— Insufficient amount of working capital, lack of effective lending schemes for the agro-industrial complex, high interest rates, lack of water in the North Crimean Canal;

— the continuing deterioration of the material and technical base of enterprises;

- deteriorating soil fertility due to lack of funds to purchase the proper amount of fertilizers and organic matter;

- shortage of qualified personnel.

Transport, communications

The transport infrastructure of a rural settlement is represented by an automobile network. The length of the roads of the rural settlement with a hard surface is 9 km, with a dirt surface - 28 km.

The state of the transport infrastructure is deteriorating every year, the road network is subject to progressive destruction, the financial resources allocated for road repairs are much less than the real need.

It is necessary to resolve the issue of the implementation of a set of works on the preparation of technical passports and the development of a project for the organization of traffic on public roads of local importance in the Izumrudnovsky rural settlement. Overhaul, repair and maintenance of the road surface. In the 2016 budget, expenditures for these purposes are planned.

On the territory of the settlement there is an automatic telephone exchange serving landline telephones in the villages of the Izumrudnovsky rural settlement.

Assessment of the state of the social sphere

Education

The sphere of education in a rural settlement is represented by educational institutions:

- Preschool educational institution MDOU Novostepnovsky kindergarten "Rainbow", pupils - 130;

- Preschool educational institution MDOU Izumrudnovsky kindergarten

"Alyonushka", pupils - 86;

- MOU "Emeraldnovskaya school" Dzhankoy district of the Republic of Crimea, students -159;

- MOU "Novostepnovskaya school" Dzhankoy district of the Republic of Crimea, students -285;

- MOU "Vegetable School" Dzhankoy district of the Republic of Crimea, students - 131;

- MOU of additional education for children "Izumrudnovskaya children's music school" of the Administration of the Dzhankoy district of the Republic of Crimea, students - 108;

— Kalinovskiy Technical School of the Ministry of Agriculture and SO, students — 252.

The institutions are on the balance of the Department of Education, Youth and Sports of the Administration of the Dzhankoy District and the Ministry of Education of the Republic of Crimea. It is planned to build a kindergarten in the village of Izumrudnoye for 240 places under the federal program for 2017-2020.

healthcare

On the territory of the rural settlement there are 5 feldsher-obstetric stations. The technical condition of the premises is satisfactory.

The availability of paramedical personnel is 100%.

The main problem of the healthcare industry is:

insufficient level of logistics.

The establishments are on the balance sheet of the central district hospital of the city of Dzhankoy. a

Culture and art

The organization of meaningful leisure, the creation of conditions for a good rest, employment of children, adolescents, youth is the main task of all cultural institutions.

There are 1 CDK, 3 village clubs and 4 libraries in the rural settlement. The condition of the premises is satisfactory. Requires a major overhaul of the KFOR building with. Emerald: included in the federal program for 2017-2020. Organizations are on the balance sheet of the department of culture, interethnic relations and religions of the administration of the Dzhankoy district.

4. Estimation of the budget of the municipality

The state of the financial system of the municipality of the Izumrudnovsky rural settlement is characterized by multiple problems. The main one is intergovernmental relations.

Table 7

The volume of local budget revenues (rubles)

Name of income	2015	2016(plan)
Total income:	6912966,00	8947073,00
Personal Income Tax	1145400,00	1294000,00
Land tax	36700,00	855000,00
Single agricultural tax	5900,00	24000,00
Income received in the form of rent, as well as funds from the sale of the right to conclude lease agreements for land owned by rural settlements (with the exception of land plots of municipal budgetary and autonomous institutions)	609300,00	215000,00
Income from the lease of property under the operational management of the administrative bodies of rural settlements and institutions created by them (with the exception of property of municipal, budgetary and autonomous institutions)	3200,00	4800,00
Income from the transfer of part of the profit remaining after paying taxes and other obligatory payments of municipal unitary enterprises created by municipal settlements	200,00
Other receipts from monetary penalties (fines) and other amounts in compensation for damage credited to the budgets of municipal settlements	200,00
Payment for the use of water bodies owned by rural settlements	10641,00
Other non-tax revenues of the settlement budgets	1000,00
Subsidies to the budgets of rural settlements to equalize budgetary security (from the budget of the Republic of Crimea)	4946856,00	2589184,00
Subsidies to the budgets of rural settlements to equalize budgetary security (from the district budget)	0,00	3797929,00
Subventions to the budgets of rural settlements for the implementation of primary military registration in territories where there are no military commissariats	153570,00	167160,00

The main budget-forming tax is the personal income tax. A significant part of taxes in 2016 falls on funds received within the framework of interbudgetary relations. The formation of budget revenues in 2016 allows to execute to a greater extent only protected items of expenditure and interbudgetary transfers to the Dzhankoy district for the exercise of powers to resolve issues of local importance.

Table 8

Rural settlement budget expenditures (rub.)

expenditures	2015	2016
Labor costs of the chairman of the village council - the head of the administration of the rural settlement	494930,00	710877,00
Labor costs of the deputy chairman of the village council	411377,00	593377,00
Labor costs of municipal employees of the administration	1678503,00	3531130,00
Other administrative expenses	564950,00	41000,00
Reserve funds	100000,00	10000,00
The cost of providing a military accounting table	153570,00	167160,00
Expenses for other general government expenses (including the maintenance of the ACS administration department)	1985196,00	1362895,00
Fire safety	100000,00	20000,00
Road facilities	320000,00	100000,00
Land management work		30000,00
landscaping	1034440,00	58440,00
Transfers from the budget of a rural settlement to the district budget for the exercise of part of the powers by decision local issuesin accordance with the agreementsfor financial securityexecution of delegated powersto address issues of local importance (culture)		3621448,00
Total expenses	6912966,00	8947073,00

Izumrudnovskoe rural settlement has its own budget since 2015. The budget of the settlement for 2015 was approved in the amount of 6,912,966.00 rubles with a deficit of 0.00 rubles.

5. Development perspective

(Development options)

5.1. Agriculture

Target:

– cost-effective production of high-quality, competitive agricultural products by both agricultural enterprises and private farms.

For the development of agriculture in the Izumrudnovsky rural settlement, in the medium term, the following

tasks:

– ensuring the availability of equipment acquisition on leasing, on credit;

— increase in the production of livestock products by increasing the productivity of livestock;

— improving the quality of products;

- increasing crop yields by improving agricultural technology, applying organic and mineral fertilizers;

- introduction of new technologies and organizational measures related to the maintenance and feeding of livestock;

— organization of state support to owners of personal subsidiary plots;

- creation of conditions for the purchase of products from owners of private farms.

The solution of problems will be carried out with the participation of state support, through the implementation of regional, republican targeted programs, participation in national projects.

The participation of residents in the implementation of regional, republican target programs, the national project will allow not only to develop existing production, but also to solve social issues.

Creating normal comfortable conditions for living in the Izumrudnovsky settlement is one of the most important tasks facing the administration of a rural settlement. This includes affordable education, medical and social assistance, and the provision of a whole range of services.

Starting potential for the development of the Izumrudnovsky rural settlement

Despite the totality of problems, the Izumrudnovskoe rural settlement has a number of resources for socio-economic development. The strategic rational use of these resources will allow the rural settlement to strengthen economically, achieve an increase in the standard of living of the population, and increase investment attractiveness. An analysis of the starting conditions and an assessment of the initial socio-economic state of the municipality make it possible to single out the following advantages:

- Territory - there are reserves for the transformation of the population resettlement system in the organization of new types of industries, or the integration and expansion of existing ones.

— Natural resource potential:

- availability of land suitable for agricultural development, development of dacha-gardening cooperatives, complex housing development;

— Population and its standard of living:

— relatively low social conflict of the population.

The main goal is to create conditions for the formation of an efficient economy that can ensure a consistent increase in the standard of living of the population based on the reproduction and modernization of industrial and agricultural potentials, the development of the social sphere and the infrastructure of the municipality.

Strategic directions that ensure the achievement of the main goal:

1. Preservation and development of economic potential

The main goal of this direction will be the task of creating favorable conditions for the development of entrepreneurial and investment activities in the territory of a rural settlement and, as a result, an increase in the volume of production of goods, works, services, the number of jobs, incomes of the population, own incomes of the municipality.

— assistance to the development of small businesses, the development of small forms of management;

— efficient use of vacant territories, production facilities suitable for accommodating industrial enterprises;

— increasing the efficiency of the use of municipal property (sale and lease of premises, land plots;

— development of the service sector.

2. Development of the social sphere

The main goal of this direction is the formation of a favorable social climate on the territory of a rural settlement for the activity and healthy lifestyle of the population.

The main tasks related to the achievement of this goal:

- ensuring the improvement of the quality of education through updating the forms and methods of teaching, introducing new pedagogical technologies, strengthening the material and technical base of educational institutions;

- improving the health of the population by providing high-quality outpatient and inpatient medical care, strengthening the material and technical base of a healthcare institution;

— preservation and development of cultural and leisure institutions, improving the quality of their activities;

— preservation of the existing cultural and historical heritage;

- social formation, cultural, spiritual and physical development of youth;

– development of territorial public self-government, increasing its activity

3.Improve living environment

The main tasks related to the achievement of this goal:

- improvement of settlements;

— repair of local roads;

- improvement of the ecological situation.

Resource support

Extra-budgetary sources of financing will be attracted by agreement of the parties.

The amount of funding from budgetary funds will be adjusted annually in accordance with the capabilities of the respective budgets.

There is a direct relationship between the level of funding and the results of the implementation of the Plan, which is determined by the stability and completeness of funding.

Implementation mechanism

The plan for the socio-economic development of the Izumrudnovsky rural settlement is approved by the representative body of local self-government - the Izumrudnovsky village council on the proposal of the head of the administration of the rural settlement.

The representative body - the Izumrudnovskiy Village Council annually approves a report on the implementation of program activities.

Published on 09.11.2015 in the section Programs of integrated socio-economic development , Register of resolutions of the Administration of the settlement

RESOLUTION dated November 09, 2015 No. 95 On the main directions of the budget and tax policy of the budget of the municipality Izumrudnovskoye rural settlement of Dzhankoy district of the Republic of Crimea for 2016 "

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Development of a social plan- economic developmentmunicipality

abstract

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

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

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

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

Introduction

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

1.1 Tasks and principles of strategic planning in municipalities

1.2 Steps in developing a strategic plan

1.2.1 Planning during the analysis and goal setting phase

1.2.2 Stage of formation of directions and selection of priorities

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

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

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

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

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

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

Conclusion

List of sources used

Introduction

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

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

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

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

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

The purpose of this work is to modernize the strategic planning system at the level of the municipality on the example of the Beloglinsky district.

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

The study of the theoretical foundations of municipal planning.

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

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

This work consists of three main sections.

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

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

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

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

1.1 Tasks and principles of strategic planning in municipalities

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

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

Strategic (from 5 or more);

Tactical (up to 5 years);

Operational (1 year).

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

The general requirements for the plan are as follows:

1) Accounting for market needs;

2) Scientific justification;

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

4) Focus on high end results;

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

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

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

Under the conditions of fundamental socio-economic transformations, involving the adaptation of the municipality to the requirements of a market economy and an open competitive market, strategic planning is the most adequate tool that can consolidate the efforts of the administration and society in solving the problems of transforming employment, technology and urban space;

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

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

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

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

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

Members of the strategic partnership

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

Organizations involved in the process of developing and implementing a strategic plan get the opportunity to argue the priority of the areas they represent and, accordingly, count on joint actions with the Administration of the municipality. The development of a plan for the social and economic development of the municipality for enterprises also becomes a means of dialogue with their closest business partners and competitors operating in the region.

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

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

1.2 Steps in developing a strategic plan

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

January-February - analytical stage,

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

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

May-July - planning stage,

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

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

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

1.2.1 Planning during the analysis and goal setting phase

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

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

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

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

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

The essence of strategic analysis is the analysis of the competitiveness of the municipality in terms of individual factors in comparison with analogues, neighbors.

The necessary elements of the analysis are:

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

analysis of the economic and geographical position,

analysis of interbudgetary relations and opportunities to influence their change,

analysis of resources, including organizational,

analysis of social potential, psychological readiness for change,

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

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

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

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

Two types of scenarios are possible:

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

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

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

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

For each scenario, advantages, disadvantages, risks should be indicated.

The end result of the analysis stage:

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

identification of the most acute problems hindering development;

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

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

The main goal should include the following four elements:

Promotion of a brand made in the city

original offer

- "Driving forces";

flagship projects.

A vision is a clear overall goal or vision of a desired future that is understood, supported, controlled and implemented by the entire community of a particular municipality.

1.2.2 Stage of formation of directions and selection of priorities

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

Infrastructure Development

Improvement of general conditions for business,

Development of certain groups of industries and industries,

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

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

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

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

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

Availability of the necessary financial opportunities for the implementation of the right of the municipality to determine the targets for socio-economic development.

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

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

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

Social efficiency of spending;

Budgetary efficiency of expenditure of funds;

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

One of the tools for discussion and selection of final decisions can be a conference, during which the participants are given the opportunity to discuss, vote, fill in the evaluation sheets. The organization of such a conference allows participants, divided into small groups, to get acquainted with the proposed projects in detail and rank them, which provides objective grounds for the formation of final texts by experts.

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

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

The assessment of the initial socio-economic situation includes:

1) Historical background

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

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

1) Analysis of foreign economic activity

2) Finance of the municipality.

3) Municipal property and land resources.

4) Municipal enterprises.

5) Enterprises of housing and communal services.

6) Retailers, pharmacy chains.

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

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

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

Analysis of the combination of external and internal factors

An analysis of the combination of external and internal factors in the development of the municipality Beloglinsky district allows us to make the following forecast:

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

2) The growth of investments in the economy and infrastructure of the municipality, the successful protection of property rights make it possible to modernize fixed assets.

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

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

An assessment of the current state of the economy and social sphere of the municipality allows us to identify a number of competitive advantages of the Beloglinsky district, which create conditions for its socio-economic development:

the status of the regional center;

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

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

availability of recreational resources.

Availability of free production areas with engineering support;

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

availability of infrastructure to support small businesses;

developed transport system of the municipality;

a significant complex of special educational institutions;

availability of a developed financial and credit system;

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

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

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

The main factors hindering the social and economic development of the municipality of Beloglinsky district include:

remote location relative to important urban centers

unfavorable medical and demographic dynamics;

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

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

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

non-competitiveness of individual branches of production, both in the foreign and domestic markets;

low investment activity in the municipal sector of the economy;

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

deformed employment structure - lack of highly skilled workers in a number of industries against the backdrop of the revitalization of industry and business.

poor use of tourism potential;

tense environmental situation.

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

food industry;

consumer market of goods and services;

construction industry and housing construction;

communication and informatization;

educational complex;

tourism development.

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

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

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

monitoring the implementation of the Program;

preparation of reports on the implementation of the Program;

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

4) the availability of the necessary financial opportunities for the implementation of the right of the municipality to determine the targets for socio-economic development.

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

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

However, in addition to the advantages, there are negative features in Krasnodar. One of the most significant is the pollution of the environment and the increase in funds needed to maintain its performance within normal limits.

In the context of a shortage of all types of resources, in order to ensure sustainable development, it is necessary that the strategy of each municipality takes into account its specifics. To ensure sustainable development at the level of the municipality, it is necessary to implement a marketing approach when developing a development strategy.

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

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

Analysis of existing competitors of the municipality;

Comparative analysis of the competitive advantages of municipalities;

Analysis of economic entities operating in the city by industry;

Analysis of existing infrastructures;

Analysis of legislation, financial and political situation;

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

Stakeholder analysis.

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

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

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

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

The maximum decrease in unemployment (by 66.7%);

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

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

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

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

Maximum reduction in unemployment (by 16%)

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

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

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

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

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

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

1. income associated with the economic activity of organizations and citizens, received by the city budget in the form of taxes;

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

3. income from entrepreneurial activity of the municipality.

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

Secondly, the environmental situation in Krasnodar is alarming.

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

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

The severity of this problem in Krasnodar is helped to reduce green areas, which, however, cannot fully resist pollution. In the urban area of Krasnodar, green spaces occupy an area of about 7 km2, which is approximately 10 m2 per inhabitant, or 55% of the established norm (18.2 m2) of greenery for general use.

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

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

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

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

The transition to sustainable development of the economy of both the municipality of the Beloglinsky district and the city of Krasnodar should provide a long-term balance between solving the problems of the socio-economic development of the city or municipality and maintaining a favorable environment.

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

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

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

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

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

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

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

The law clearly spelled out the issues within the competence of self-government bodies of municipalities - this is the possession, use and disposal of property owned by municipalities, the organization of the functioning of almost the entire infrastructure of the district, city (with the exception of financial) and communications of regional and federal significance. The competence of local self-government also includes the organization of the functioning of the social sector of municipalities. Defined the law and the means for the implementation of "issues of local importance" - their own material and financial resources, with the exception of subventions and grants provided from the federal budget and the budget of the subject of the Russian Federation (Article 15, Part 1 of the Federal Law).

With regard to the Beloglinsky district, all this implies not only exclusively targeted, efficient spending of budget funds, but also the presence in the municipality of regulatory documents that determine the “rules of the game” common for the population, business and government in the field of industrial, fiscal, economic and social policy over a long period of time.

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

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

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

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

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

However, the social development of the municipality Beloglinsky district involves a qualitative change in the main characteristics of the population's life activity not only during leisure, but also during the period of its economic and economic activity. This inevitably leads to the emergence and reproduction of a whole complex of processes, interrelations and relations between local governments, business entities and the population.

On the one hand, the successful development of economic entities is the basis for ensuring the normal life of the population, the growth of its purchasing power, and the improvement of well-being and living standards. On the other hand, excessive production and economic activities of economic entities can lead to negative consequences for the environment and, ultimately, a decrease in the quality of life of the population.

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

Conclusion

The recent reforms carried out in Russia are yielding positive results. An integral part of the administrative reforms being carried out in many countries are measures to improve the efficiency of the state apparatus and its individual structures. An effective state apparatus means that each ministry, department or agency uses its power and resources to achieve goals and standards in the most economical way. This is achieved through the implementation of activities for the use of strategic planning management. This work considered the issue of implementing strategic planning in the municipality.

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

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

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

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

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

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

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

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

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

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

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

Improving the efficiency of spending budget funds.

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

Improving the efficiency of municipal management:

formation of a competitive environment in the municipal economy.

promotion of energy conservation.

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

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

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

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

List of sources used

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

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

3. Decree of the President of the Russian Federation of June 11, 1997 No. 568 (with amendments and additions of November 24, 2002) "On the main directions of the reform of local self-government in the Russian Federation."

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

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

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

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

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

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

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

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

Collection, processing of information and development of proposals for adjusting goals. An important component of this stage is the analysis of the external and internal environment. The development of the municipality is determined by both external and internal factors. Strategic decisions made on the basis of taking into account only internal or; external factors will not be systemic enough, which will ultimately lead to erroneous decisions.

Development of the concept of development. This is the period of developing strategic guidelines and development criteria. Based on the obtained objective data, final conclusions are made about the goals of the municipality.

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

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

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

Analysis of initial information:

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

On the state and extent of the use of natural resource potential, as well as on the environmental situation that has developed within the municipality;

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

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

Determination of the development goals of the municipality:

1) definition of goals, their ranking;

2) allocation of strategic goals;

3) identification of possible ways to achieve them;

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

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

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

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

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

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

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

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

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

- to study the number of inhabitants;

- to study the annual dynamics of the population;

- to reveal the social structure of the inhabitants;

- to determine the age of the inhabitants;

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

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

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

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

- compare the needs of residents with the available opportunities in the field of health care, education, preschool education, physical education, culture, household and transport services for citizens, the condition of road surfaces, the capacities of heating plants and heating networks, water conduits and water pipes, gas supply and electricity, etc.

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

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

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

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

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

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

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

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

1) industrial enterprises;

2) trade and public catering;

3) household services;

4) housing and communal services;

5) road construction and landscaping;

6) education (preschool, school);

7) medical institutions;

8) financial resources;

9) natural resources;

10) population and labor resources, employment and unemployment;

11) physical culture;

12) institutions of culture and leisure;

13) youth affairs, etc.

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

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

The table might look like this:

Results of the development of the municipal district

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

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

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

– positive experience;

- limitations;

- conclusions;

- specific proposals for the next planning period.

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

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

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

– area of the occupied territory (ha);

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

- the number of employed people;

- the number of unemployed;

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

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

- the total area of non-residential premises;

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

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

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

- cinemas;

- sport complexes;

- trade enterprises;

- public catering establishments;

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

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

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

Comprehensive schools

Consumer service enterprises

Trade enterprises

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

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

– pensioners, including those who work;

- disabled people;

- participants in the Second World War;

- WWII veterans;

– single pensioners;

- large families;

- children registered by the commission on juvenile affairs;

- dysfunctional parents, etc.

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

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

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

You can use the following table for this.

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

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

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

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

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

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

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

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

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

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

Socio-economic planning of municipalities. Planning in the municipality. The concept of planning, its features and types

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