Introduction

1.1 Description of development history and organizational structure

1.2 Description of the department's regulatory framework

1.3 Information and communication system of the Department

2.1 Concept, budgeting

2.2 The mechanism of financial management in the public administration system

2.3 The system for improving the efficiency of government bodies

Conclusion

Bibliography

Applications

Introduction

The internship in the Department of Architecture, Land Use and Construction is organized within the framework of a holistic educational process and is aimed at preparing students for work in state and municipal authorities. It is extremely important to consolidate theoretical knowledge in practice. Plunge into the working atmosphere of the department, observe the work, study the documentation, get involved in the process of working with the chief specialists of the department, all this helps to create a holistic view of the functions, responsibilities, powers of the department and the municipal employee in particular. And also to understand and consider what and how the budget of the enterprise is formed, its implementation, and how it can be managed.

The purpose of the practice is to gain practical knowledge and skills of professional activity in municipal authorities.

1. Get acquainted with the structure, functions and powers of the Department of Architecture, Land Use and Construction, functional duties and powers of some employees.

2. Study and analyze the legal and documentary support that regulates the activities of the organization.

3. To consolidate and develop in practice the theoretical knowledge gained.

4. Acquire the professional qualities of a future specialist in state and municipal administration.

5. To master various types, forms and methods of management activities, the foundations of management culture.

6. Consider the concept of the budget, its formation; financial management mechanism in the public administration system; a system to improve the efficiency of government agencies.

The object of practice is the work of the Department of Architecture, Land Use and Construction.

The subject of practice is the budget, the mechanism of financial management of the organization.

Research methods:

1. Observing the work of specialists, document flow, the process of making managerial decisions aimed at achieving the assigned tasks.

2. Interviews of specialists in order to obtain additional information about the work, functions, powers of the department, the formation of the budget and the mechanism of financial management in the public administration system.

3. Analysis of various documents that determine the formation of the budget and the mechanism of financial management in the public administration system.

Section 1

1.1 Description of development history and organizational structure

The department was created by the decree of the Mayor of the city dated 16.15.2000 No. 574 "On amendments to the staff structure of the city administration"

According to the decision of the Presidium of the Khabarovsk City Council, the Gorkomhoz issues order No. 184 of December 7, 1934 on the organization of an architectural and planning management at the Gorkomhoz.

Ivan Ivanovich Shevtsov is appointed the head of the APU.

The architectural and planning department was entrusted with the following functions:

· Shooting and city planning;

· Issuance of permits for construction sites, architectural design of buildings in the city, allocation of places for extension of kiosks according to the standard form developed by the APU, permission to install fences and fences for construction sites, permission and establishment of color tones for buildings in the city;

· Issuance of permits for laying cables and other earthworks related to the digging of streets and squares of the city.

The number of APU at the time of creation was 12 people.

Since 1934, the APU has undergone many reorganizations, its structure and functions have changed.

On August 1, 2000, the department was reorganized into the department of architecture, construction and land use of the city administration, which included two departments: the department of architecture and urban planning and the department for control and coordination of construction production, the staff number is 67 people.

Sergei Vasilievich Sergeychuk is appointed the chief architect of the city.

From November 20, 2000, the director of the department, architecture, construction and land use, Deputy Mayor of the city, Novitsky Viktor Andreevich, takes office.

Currently, the number of the department is 96 people.

The main tasks of the Department of Architecture, Construction and Land Use:

· Ensuring the development, maintenance and implementation of urban urban planning and land policy;

· Implementation of the Rules for development and land use, improvement of the Rules;

· Coordination and control over the activities of developers, construction organizations;

· Implementation of the HOA "SSST" program and plans to attract investment in construction;

· Ensuring the development and implementation of urban planning sections of target programs, programs of socio-economic development of the city. Organization of work on the implementation of housing construction programs in the city; participation in the organization of work on the implementation of programs for the development of engineering, transport and social infrastructure;

· Organization of work on the formation of land plots for new construction;

· Preparation of drafts of administrative documents of the city administration related to the regulation of town-planning relations, the selection and provision of land plots for the placement of objects.

· Coordination of geodetic and cartographic activities;

· Preparation and holding of architectural competitions;

· Preparation of source materials for tracing engineering and transport communications;

· Coordination of project documentation;

· Monitoring compliance with the legislation of the Russian Federation on urban planning activities and much more.

The Department of Architecture, Construction and Land Use of the Khabarovsk City Administration is a structural subdivision of the city administration, which carries out executive functions for the implementation of the powers of the city district "City of Khabarovsk" in the field of urban planning activities.

The department is headed by a director, who is the Deputy Mayor of the city.

The structure of the department includes:

· Department of control and documentation support.

· Department of accounting and reporting.

· Department of urban planning zoning and spatial planning.

· Territory planning department.

· Department of urban planning surveying.

· Department of development of territories and trading.

· Department of information system maintenance of urban planning activities.

· Department of Geological and Geodetic Service.

· Department of engineering networks.

· Department of the architect of the Central region.

· Department of the architect of the Zheleznodorozhny district.

· Department of Architecture of the Industrial District.

· Department of the architect of the Kirovsky and Krasnoflotsky districts.

· Department of preparation of documents for the provision of land plots.

· Department of the chief artist of the city.

Department for work with enterprises and organizations of the construction complex, which consists of 2 sectors:

· Sector for the organization of construction.

· Sector for issuing building permits.

· Department of acceptance of objects into operation.

· Department of preparation of land plots.

· Department of technical supervision over capital repairs of social facilities.

· Department for preparation and verification of compliance with technical conditions.

· The composition of enterprises and organizations of the construction and construction industry, the coordination of which is carried out by the Department, is approved by the Mayor of the city as provided by the Director of the Department.

1.2 Description of the department's regulatory framework

The Department in its activities is guided by the Constitution of the Russian Federation, the Urban Planning Code of the Russian Federation, the Land Code of the Russian Federation, the Housing Code of the Russian Federation, federal laws, regulatory legal acts of the President of the Russian Federation and the Government of the Russian Federation, regulatory legal acts of the Khabarovsk Territory, the Khabarovsk City Duma, legal acts of the Mayor of the city Khabarovsk, this Regulation.

The charter of the urban district "City of Khabarovsk" (hereinafter referred to as the Charter of the city of Khabarovsk) is the highest regulatory legal act of the urban district "City of Khabarovsk" (hereinafter referred to as the city of Khabarovsk), which, in accordance with the Constitution of the Russian Federation, the Federal Law "On general principles of organization of local self-government in the Russian Federation ", other federal laws, the Charter of the Khabarovsk Territory, the laws of the Khabarovsk Territory regulate the organization and activities of local self-government, forms of direct implementation by the population of local self-government and participation of the population in the implementation of local self-government, establishes the structure of local self-government bodies, the powers of elected and other bodies of local self-government, legal regulation of the municipal service, the economic and financial basis for the implementation of local self-government, the responsibility of local self-government bodies and their officials.

The charter of the city of Khabarovsk has the greatest legal force in relation to the legal acts of bodies and officials of local self-government, it is mandatory for all organizations located on the territory of the city of Khabarovsk, regardless of their organizational and legal forms, as well as local governments and citizens.

The charter consists of chapters, the chapter, in turn, of articles. Let's consider the main chapters of the Charter.

Chapter 1. General provisions. In the first article - the general provisions of the Charter, its characteristics, further questions about the founding of the city of Khabarovsk, its status, coat of arms are disclosed. Also, international and foreign economic relations of local government bodies and local government bodies with government bodies and local government bodies of other municipalities in the Russian Federation.

Chapter 2. Borders and composition of the territory of the city of Khabarovsk. The title of this chapter speaks for itself; it examines questions about the boundaries of the territory, their changes and about the very territory of the city of Khabarovsk.

Chapter 3. Local issues. This chapter identifies issues of local importance such as:

1. the budget of the city of Khabarovsk;

2.the establishment, modification and abolition of local taxes and duties of ownership

3. use and disposal of municipal property;

5. participation in the prevention of terrorism and extremism;

6. participation in the prevention and elimination of the consequences of emergencies within the boundaries of the city of Khabarovsk;

7. organization of the protection of public order on the territory of the city of Khabarovsk by the municipal police;

8. organization of measures for environmental protection within the boundaries of the city of Khabarovsk;

9. organization of the provision of public and free primary general, basic general, secondary (complete) general education, the organization of the provision of additional education and public free preschool education in the city of Khabarovsk, as well as the organization of recreation for children during vacation time;

10. organization of the provision of emergency medical care on the territory of the city of Khabarovsk;

11. creation of conditions for organizing leisure and providing residents of the city of Khabarovsk with services of cultural organizations;

12. preservation, use and popularization of cultural heritage objects (historical and cultural monuments);

13. guardianship and curatorship;

14. formation and maintenance of the municipal archive;

15. organization of collection, removal, disposal and processing of household and industrial waste;

16.organization of landscaping and landscaping of the territory of the city of Khabarovsk,

18. Organization of street lighting and installation of signs with street names and house numbers;

19. creation, maintenance and organization of the activities of emergency rescue services and (or) emergency rescue teams on the territory of the city of Khabarovsk; creating conditions for expanding the market for agricultural products, raw materials and foodstuffs, promoting the development of small businesses;

20. organization and implementation of activities to work with children and youth in the city of Khabarovsk;

21. Calculation of subsidies for payment of housing and utilities and the organization of the provision of subsidies to citizens, etc.

The powers of local self-government bodies to resolve issues of local importance are also listed. And the last article on the exercise by local governments of certain state powers.

Chapter 4. Forms of direct implementation of local self-government by the local population and participation of the population in the implementation of local self-government. This chapter reflects: the rights of citizens to exercise local self-government; priority directions of activity of local self-government bodies in the realization of the rights and freedoms of citizens. Definition and rules for holding local referendums, municipal elections; voting on the recall of the deputy, the Mayor of the city of Khabarovsk, on the issues of changing the boundaries of the city of Khabarovsk, transformation of the city of Khabarovsk; public hearing; citizens' appeals to local governments; territorial public self-government; meetings and conferences of citizens; lawmaking initiative and citizens' survey.

Chapter 5. Local government bodies.

The structure of local self-government bodies is:

1) the representative body of the urban district - the Khabarovsk City Duma;

2) the head of the urban district - the Mayor of the city of Khabarovsk;

3) local administration (executive and administrative body of the urban district) - the administration of the city of Khabarovsk

The concept of the city Duma and local administration (executive - administrative body of the city district), the organization of its activities, powers and reasons for their termination, legal acts of the Duma are given. Functions, powers, term of these powers and the reasons for their termination of the chairman of the city Duma and his deputy, the Mayor of the city, the deputy of the city Duma.

Chapter 6. Municipal Service.

This chapter gives the concept of municipal service, identifies the rights and obligations of a municipal employee, guarantees for municipal employees, grounds for termination of municipal service.

Chapter 7. The economic basis of local government. ... The property of the city of Khabarovsk may be:

1) property intended for the solution of issues of local importance established by federal law.

2) property intended for the exercise of certain state powers transferred to local self-government bodies, in cases tired of the laws of the Khabarovsk Territory;

3) property intended to support the activities of local government bodies and local government officials, municipal employees, employees of municipal enterprises and institutions in accordance with the decisions of the City Duma.

The chapter deals with the issues of the management of objects of municipal property, the relationship of local governments with municipal organizations, Municipal order.

Chapter 8. The financial basis of local government. The chapter provides a definition of the local budget, the procedure for its formation, approval, execution and control over its execution. The concept of revenues and expenditures of the local budget, municipal budget funds, reserve fund.

Let us consider in detail what relates to the local budget's own revenues:

1) means of self-taxation;

2) income from local taxes and fees;

3) income from regional taxes and fees;

4) income from federal taxes and fees;

5) gratuitous transfers from budgets of other levels, including subsidies for equalizing the city's budgetary provision, other means of financial assistance from budgets of other levels;

6) income from property in municipal ownership of the city;

7) part of the profit of municipal enterprises remaining after paying taxes and fees and making other obligatory payments, in the amount established by the regulatory legal acts of the City Duma, and part of the income from the provision of paid services by local governments and municipal institutions, remaining after paying taxes and fees;

8) fines, the establishment of which, in accordance with federal law, is attributed to the competence of local self-government bodies;

9) voluntary donations;

10) other receipts in accordance with federal laws, regional laws and decisions of local government bodies of the city.

Chapter 9. Responsibility of local government bodies and local government officials. The title of this chapter speaks for itself, it examines the responsibility of the city Duma deputies to the population and the responsibility of local governments and officials to the state.

Chapter 10. Procedure for the adoption and amendment of the Charter of the city of Khabarovsk. The procedure for the adoption and entry into force of the Charter, decisions on amendments and additions to the Charter is being considered.

Chapter 11. Final and transitional provisions. This chapter defines the terms of entry into force of the Charter and its individual clauses and articles.

Thus, the Charter of the city of Khabarovsk deals with the issues of the city of Khabarovsk, its foundation, borders, coat of arms. Issues of local importance and forms of direct implementation of local self-government by the local population and participation of the population in the implementation of local self-government. The concepts of local self-government bodies, municipal service are given, their powers, functions, duties are disclosed.

Another equally important document is the Regulation on the Department of Architecture, Construction and Land Use of the Khabarovsk City Administration.

The regulation consists of several sections:

1. General Provisions. It discusses the general provisions of the department.

2. Functions of the department. I will not describe each of them in detail, but note the main ones. Coordination and interaction of construction organizations, developers, construction industry enterprises and building materials. Design organizations regardless of the form of ownership; Participation in organizing and holding tenders for contracts for the construction and overhaul of facilities financed from the city budget, including tenders for the purchase of materials, equipment and furniture; Control over construction and organizational and legal order at construction, reconstruction, overhaul and individual housing construction projects, the construction of which does not require a state examination of design documentation and does not extend the powers of state construction supervision; Ensuring the preparation, adjustment, coordination and approval of documentation on the territorial planning of the city and documentation on the planning of territories, land use and development rules; Local standards for urban planning and other regulatory legal acts; Work on the monumental, architectural, artistic and decorative design of the city, design, landscape design; formation of a database in electronic form for all adopted resolutions, registration of land lease agreements; Maintaining the archive fund in all areas of the department's activities.

3. The rights of the department. The title of the section speaks for itself. The rights that the employees of the department have are presented in. Such as - obtaining, within the limits of its competence, the information necessary to carry out the tasks assigned to it from enterprises and organizations; participation in the consideration and discussion of issues in the field of urban planning activities, representation of the city administration in judicial authorities on urban planning issues.

4. Responsibility of department employees. Employees of the Department bear disciplinary responsibility for failure to fulfill or improper fulfillment of their duties in accordance with the labor legislation of the Russian Federation, the Code of the Khabarovsk Territory on State and Municipal Service. The Charter of the urban district "City of Khabarovsk", the Regulations on municipal service in the city of Khabarovsk and these Regulations.

5. Structure and management of the department. The position, structure and staffing of the Department are approved by the Mayor of the city of Khabarovsk. The Department is headed by the Director, who is the Deputy Mayor of the city, who is appointed by the order of the City Mayor, reports directly to him and manages the activities of the Department. Its structure includes many departments that perform various functions.

6. Reorganization or termination of the Department. Reorganization or termination of the Department's activities is carried out in accordance with the established procedure.

Thus, the Regulation on the Department of Architecture, Construction and Land Use of the Khabarovsk City Administration reflects the main functions, rights and obligations of the Department.

1.3 Information and communication system Department

The information system is maintained by local self-government bodies of the urban district of the municipal district. The information system can be automated. The information contained in the information system is open and publicly available, with the exception of information classified in accordance with federal laws to the category of limited access. The provision of information contained in the information system is carried out on the basis of a request from a public authority, local government. An individual or legal entity interested in obtaining information from the information system.

Technologies and software, linguistic, legal and organizational means of maintaining an automated information system should provide:

Exchange of documented information contained in the information system and information contained in the automated system for maintaining the state land cadastre, as well as materials and data contained in the state cartographic and geodetic fund of the Russian Federation;

Search for information at the address of the capital construction object, coordinates of the land plot. Cadastral number of the land plot, name and details of the document;

Storage, backup and protection of information contained in the information system;

Updating information. Contained in the information system. By registering and recording new documents, as well as transferring documents that have been declared invalid in accordance with the established procedure;

Drawing up analytical reports at the request of stakeholders;

Keeping a log of operations produced by information from the information system.

The employees of the Department interact within their competence with the territorial government bodies of the Russian Federation, government bodies of the Khabarovsk Territory, structural divisions of the Khabarovsk city administration, legal entities and individuals. They hold meetings, carry on correspondence and appear in the media on issues within the competence of the department. Request and receive information and materials from committees, departments, departments and services of the city administration and organizations.

Section 2

2.1 Concept, budgeting

Financing of the city administration is carried out at the expense of funds provided in the local budget as a separate line in accordance with the classification of expenditures of the budgets of the Russian Federation.

The economic basis of local self-government is municipal property, local finances, property owned by the state and transferred to the management of local self-government bodies, as well as other property in accordance with the law that serves to meet the needs of the population of the city of Khabarovsk.

Local budget is a form of education and spending of funds intended to ensure the tasks and functions related to the subjects of local self-government.

The local budget is independent. The independence of the budget is ensured by the presence of its own sources of income and the right of the City Duma to determine the directions and procedure for their use and expenditure.

The local budget is approved in the form of a decision of the City Duma on the local budget for the next financial year. The development of the local budget and its implementation is carried out by the city administration.

The City Duma considers and approves the report on the implementation of the local budget.

Local authorities manage the city's funds within the framework of the local budget approved by the City Duma.

Servicing the local budget, managing the funds of the local budget, as well as exercising other budgetary powers in accordance with the budgetary legislation of the Russian Federation is carried out by the financial authority of the city of Khabarovsk. The financial body includes the municipal treasury.

The implementation of budgetary rights by the City Duma and the city administration is carried out within the framework of the budget system, budgetary structure and budgetary process in the city of Khabarovsk.

The budget system, budgetary structure and budgetary process in the city of Khabarovsk, at the suggestion of the city administration, are approved by the city Duma and reflect the procedure for drawing up, considering, approving and executing the local budget.

Local budget revenues are generated by:

1) income from local taxes, income from deductions from federal and regional taxes and fees, as well as income from the collection of penalties and fines;

2) income from the use of municipal property after payment of taxes and fees provided for by the legislation on taxes and fees, including income from the payment of part of the profits of municipal

enterprises remaining after paying taxes and fees and making other mandatory payments;

3) income from the sale or other paid alienation of municipal property;

4) income from paid services provided by municipal institutions after payment of taxes and fees provided for by the legislation on taxes and fees;

5) payments from the use of natural resources and other income in accordance with the current legislation;

6) the state duty, with the exception of the state duty credited to the federal budget revenues;

7) gratuitous transfers from individuals and legal entities;

8) income in the form of financial assistance received from the budgets of other levels;

9) appropriations to finance the implementation of certain state powers transferred to local governments, to finance the implementation by local governments of federal laws and laws of the Khabarovsk Territory, to compensate for additional costs arising from decisions made by public authorities that lead to an increase in budget expenditures or a decrease budget revenues of the local budget;

10) other non-tax income in accordance with the legislation of the Russian Federation, the Khabarovsk Territory and regulatory legal acts of local governments.

Local budget revenues, additionally received in the course of budget execution, as well as the excess of revenues over expenditures resulting from overfulfillment of revenues or savings in expenditures, are not subject to withdrawal. The direction of use of these funds is determined by the City Duma.

Local taxes, fees, as well as benefits on taxes and fees credited to the local budget are established by the City Duma within the framework of the current legislation.

Draft decisions on preferential taxation are considered if there is an opinion of the city commission on preferential taxation.

The position and composition of the commission on preferential taxation are approved by the City Duma.

In the draft decisions on benefits for the next financial year, it is necessary to indicate the intended use by taxpayers of funds released as a result of the provision of benefits.

The population of the city directly through a local referendum, as well as the City Duma, taking into account the opinion of the population, may provide for a one-time voluntary contribution by residents of the city of funds to finance local issues.

The City Duma has the right to form, in accordance with federal regulatory legal acts, as part of the local budget, targeted budget funds at the expense of earmarked income or in the order of earmarked deductions from specific types of income or other receipts and used according to a separate estimate.

As part of the local budget, a reserve fund is formed to finance unforeseen expenses, including for emergency recovery work to eliminate the consequences of natural disasters and other emergencies. The procedure for spending the resources of the reserve fund is established by the regulatory legal act of the City Duma.

The procedure for consideration and approval of the local budget is established by the City Duma in accordance with the current legislation.

The draft local budget is submitted to the City Duma by the mayor of the city.

The approved local budget and the report on its implementation are subject to official publication.

In case of non-approval of the local budget by the City Duma before the beginning of the financial year, monthly financing of expenses is carried out by order of the mayor of the city in the amount of no more than 1/12 of the amount - per month of the previous year's appropriations for the relevant sections of the functional and departmental classification of local budget expenditures.

The Department is financed from the budget of the city of Khabarovsk on the basis of an estimate of income and expenses approved by the decision of the Khabarovsk City Duma. For the execution of the estimate of income and expenses, the Department has personal treasury accounts.

2.2 Financial management mechanism in the public administration system

Let's consider the mechanism of budgeting on the example of the report on the work done for 2007.

The Department of Architecture in accordance with the decree of the Mayor of the city of Khabarovsk dated 07.03.2007 No. 282 "On the approval of the task to save the city's budget expenditures for 2007" set a task in the total amount of 47063.0 thousand rubles, including:

By saving expenses of the management apparatus - 2963.0 thousand rubles

On mobilizing revenues to the city budget - 44,100.0 thousand rubles

The main task is 40,600.0 thousand rubles

Additional task - 3500.0 thousand rubles

Actual performance amounted to RUB 61,036.0 thousand, including:

Savings in the costs of the management apparatus - 3318.0 thousand rubles

· On mobilization of revenues to the city budget - 57,718.0 thousand rubles.

Estimated costs of maintaining the staff of the Department

Approved according to the estimate -45799.0 thousand rubles.

Financed - 44692.0 thousand rubles.

Actual expenses - 45185.0 thousand rubles.

Percentage of budget execution - 97.6

Underfunding -2.4% (savings)

The average number of municipal employees is 106 people. Savings in connection with the payment of employees for temporary disability (b \ sheets) - 812.5 thousand rubles, due to vacancies 540.0 thousand rubles (dismissal), as well as due to a decrease in the allowance for specialists for a position, tension and high achievements in labor in the amount of 54.5 thousand rubles.

At the same time, compensation was paid upon dismissal of employees for unused vacation in the amount of 175.0 thousand rubles. Which is not included in the cost estimate.

An increase in the cost of purchasing paper and cartridges by 154.0 thousand rubles due to the increased volume of work due to the introduction of an information system to support urban planning activities.

Paid services

Execution of the income estimate for paid services:

The planned target for the provision of additional paid services for 2007 for the Department of Architecture was set by the city administration in the amount of 7460.0 thousand rubles. Including, the main task is 5460.0 thousand rubles and an additional 2.0 million rubles. In fact, the volume of paid services amounted to 6972.3 thousand rubles (127.7% to the level of 2006). The fact under the conditions of 2006 is 5040.2 thousand rubles.

In 2007, the Department of Architecture transferred taxes to the budget in the amount of 2,567,616 rubles, of which:

Value added tax - 895581 rubles

· Income tax - 1,672,035 rubles.

Funds were transferred to the settlement account of the Treasury for the maintenance of the management apparatus at the expense of paid services in the amount of 1,040.0 thousand rubles.

Cost estimate for paid services:

Approved according to the estimate - 1134.0 thousand rubles.

Financed - 1,040.0 thousand rubles.

Actual expenses -1040.0 thousand rubles.

Cost estimate for the section "Informatics and communications"

Approved according to the estimate -900.0 thousand rubles.

Financed - 899.0 thousand rubles.

Actual expenses - 899.0 thousand rubles.

The estimate is 100% fulfilled.

Cost estimate for land management and land use activities

Approved according to the estimate -9026.0 thousand rubles

Financed -9026.0 thousand rubles

Cash expenses -9026.0 thousand rubles

Actual expenses -9047.0 thousand rubles

The estimate is 100% fulfilled.

Cost estimate for activities in the field of urban planning

Approved according to the estimate -8450.0 thousand rubles.

Financed - 8383.0 thousand rubles.

Actual expenses - 8383.0 thousand rubles.

The estimate is 100% fulfilled.

2.3 The system for improving the efficiency of government bodies

The system of increasing the efficiency of the activities of state administration bodies is of great concern to the Government of the Russian Federation, this is what Chairman of the Government Fradkov thinks about it

The concept of increasing the efficiency of interbudgetary relations and the quality of state and municipal finance management in the Russian Federation in 2006-2008

I. Main provisions and purpose of the Concept

This Concept has been prepared taking into account the results of the implementation of the Program for the development of budgetary federalism in the Russian Federation for the period up to 2005, approved by the Decree of the Government of the Russian Federation of August 15, 2001 No. 584.

The purpose of the Concept is to increase the efficiency of the activities of public authorities of the Russian Federation, constituent entities of the Russian Federation and local governments in the implementation of their powers, as well as the quality of management of state and municipal finances at all levels of the budget system, aimed at the fullest satisfaction of the demand of citizens for budget services, taking into account objective differences in the needs of the population and the characteristics of the socio-economic development of territories.

II. Tasks of increasing the efficiency of interbudgetary relations and the quality of state and municipal finance management in 2006-2008

This Concept defines the following main tasks:

· Strengthening the financial independence of the constituent entities of the Russian Federation;

· Creation of incentives to increase incomes to the budgets of the constituent entities of the Russian Federation and local budgets;

· Creation of incentives to improve the quality of state and municipal finance management;

· Increasing the transparency of regional and municipal finances;

· Provision of methodological and consulting assistance to the constituent entities of the Russian Federation in order to improve the efficiency and quality of state and municipal finance management, as well as in order to implement the reform of local self-government.

1. Strengthening the financial independence of the constituent entities of the Russian Federation

As part of solving the problem of strengthening the financial independence of the constituent entities of the Russian Federation, it is necessary to ensure the stability of tax legislation and interbudgetary relations in the Russian Federation in order to implement reliable and objective medium-term budget planning.

At present, the Budget Code of the Russian Federation provides for a number of norms that ensure the stability of regional and municipal finances. These include, in particular, the differentiation of revenues to the budgets of different levels from federal taxes and fees and the need to amend legislation, including the budget law, in the event of a change in expenditure obligations during the year. In addition, it was found that the predictability of the volume of the Federal Fund for financial support of the constituent entities of the Russian Federation for the next financial year is achieved by indexing the volume of the Fund in the current financial year by the inflation rate predicted in the next financial year (consumer price index).

Nevertheless, these measures seem to be insufficient, especially in the context of the transition to medium-term financial planning of budgets of all levels, which requires certainty not only for the next financial year, but also for a longer period.

In this regard, it is necessary to exclude the possibility of amending the budget and tax legislation at the federal level in terms of taxes and fees credited to the budgets of the constituent entities of the Russian Federation and local budgets, leading to a decrease in the tax base, as well as changes in the expenditure obligations of the regional budgets without appropriate compensation from the federal budget.

Limits on the timing of the adoption of federal laws on amendments to the legislation of the Russian Federation on taxes and fees that come into force from the next financial year should be legally established. Such federal laws must be adopted no later than 1 month before the date of submission of the draft federal law on the federal budget for the next financial year to the State Duma of the Federal Assembly of the Russian Federation.

In order to expand the independence and increase the responsibility of state authorities of the constituent entities of the Russian Federation and local governments in the field of budget planning and management, it is necessary to clarify the composition of the budget classification, proceeding to the legislative approval of groups and subgroups of classification of budget revenues and sources of financing that are common for all budgets of the budgetary system of the Russian Federation budget deficits, sections and subsections of the classification of expenditures, groups and items of operations of the general government sector, as well as set a deadline for making changes to the budget classification.

At the same time, in order to ensure the unity of budgetary accounting and reporting, the Ministry of Finance of the Russian Federation should be given the right to approve a list of items and sub-items of budget revenues and operations of the general government sector that is uniform for all budgets of the budgetary system of the Russian Federation, as well as a list and codes of target items and types of expenses, including of which financial support is fully or partially carried out at the expense of interbudgetary transfers.

State authorities of the constituent entities of the Russian Federation and local self-government bodies should have the right independently, within the framework of a unified methodology, to detail the budget classification in accordance with the specifics and needs of each budget.

It is necessary to establish a strict procedure for amending the principles for the formation and distribution of interbudgetary transfers, providing an exhaustive list of circumstances, upon the occurrence of which approaches to the distribution of these funds can be specified, such as changes in tax legislation and the delineation of powers.

In the context of the transition to three-year budget planning, it is necessary to carry out calculations of interbudgetary transfers provided to the constituent entities of the Russian Federation for the medium term.

In the course of the reform of interbudgetary relations, the structure of interbudgetary transfers provided from the federal budget was determined. In addition to the main form of providing financial assistance to the regions at the expense of the Federal Fund for Financial Support of the Constituent Entities of the Russian Federation, operating since 1994, the following forms of providing interbudgetary transfers have been created:

· Federal Compensation Fund - for financial support of federal powers delegated for execution to the regional level of the budget system;

· The Fund for Reforming Regional and Municipal Finance (until 2005 - the Fund for Reforming Regional Finance) - to stimulate the efforts of state authorities of the constituent entities of the Russian Federation and local governments in improving the quality of management of regional and municipal finances;

· Federal Fund for Co-financing of Social Expenditures - to support regions in the provision of socially significant budgetary services;

· Federal Fund for Regional Development - to provide financial assistance for the development of social and engineering infrastructure;

· Budget loans to the budgets of the constituent entities of the Russian Federation - to finance temporary cash gaps arising in the course of their execution.

The formation and distribution of these sources of interbudgetary transfers is mainly formalized, interconnected and regulated by regulatory legal acts of the Government of the Russian Federation.

However, in the context of changes in the tax system, the transfer of expenditure obligations from one level of the budget system to another, the use of interbudgetary transfers in the form of grants and subsidies has expanded, which go beyond the established system of interbudgetary relations. In addition, the distribution of these grants and subsidies is carried out outside a formalized framework without linking with the current financial assistance provided within the framework of the main forms of interbudgetary transfers, as well as without taking into account the level of budgetary provision of the regions, which significantly reduces the effect of providing interbudgetary transfers in general.

It becomes obvious the need to systematize the provided interbudgetary transfers, including strict adherence to the principle that the distribution of financial assistance should be made taking into account the level of budgetary provision of the constituent entities of the Russian Federation.

Particular attention should be paid to improving the mechanisms for the distribution of investment financial assistance to the budgets of the constituent entities of the Russian Federation, provided from the federal budget. Currently, investment financial assistance is provided both within the non-programmatic part of the Federal Targeted Investment Program and a number of federal targeted programs, and within the framework of the Federal Regional Development Fund. At the same time, unrelated mechanisms for the distribution of investment financial assistance and the conditions for its provision are used.

Taking into account the entry into force of federal laws on the delineation of powers between federal government bodies, government bodies of the constituent entities of the Russian Federation and local government bodies, it is necessary to differentiate the financing of investment activities leading to an increase in federal and regional property. Thus, it is necessary to provide financing for investments in federal-form objects within the framework of the Federal Targeted Investment Program. Investment support for regions and municipalities should be carried out taking into account the level of their budgetary provision and using the mechanism of co-financing the expenditure obligations of the constituent entities of the Russian Federation.

At the same time, in order to complete the construction of facilities owned by the constituent entities of the Russian Federation and municipal property and included in the Federal Targeted Investment Program, funds should be provided in the federal budget for several years in an amount corresponding to the share of the federal budget in the total amount of appropriations required to complete construction of these facilities.

It is necessary to concentrate financial assistance funds allocated for the implementation of the powers of state authorities of the constituent entities of the Russian Federation and local governments, including investment, in a specially created Federal Fund for co-financing expenses. Unified principles for the distribution of the Fund's resources will increase the transparency of intergovernmental transfers and their validity.

It is necessary to develop and introduce mechanisms for monitoring and evaluating by federal executive bodies the effectiveness of the implementation of powers delegated to state power bodies of the constituent entities of the Russian Federation and local self-government bodies, as well as to increase responsibility for the execution of delegated powers.

2. Creation of incentives to increase revenues to the budgets of the constituent entities of the Russian Federation and local budgets

In order to create incentives to increase incomes to the budgets of the constituent entities of the Russian Federation and local budgets, it is necessary to legislatively establish the conditions for the implementation of the budgetary process for the constituent entities of the Russian Federation, depending on the level of their subsidies. This is necessary in order for the constituent entities of the Russian Federation to strive to increase their own incomes and move from the category of constituent entities of the Russian Federation with a low level of budgetary sufficiency to the category with a higher level of budgetary sufficiency.

Depending on the share of interbudgetary transfers within 2 of the last 3 reporting years provided from the federal budget (except for funds transferred for the implementation of delegated powers), in the volume of their own revenues of the budgets of the constituent entities of the Russian Federation, constituent entities of the Russian Federation are divided into 3 groups, in relation to which different requirements are expected to apply.

With regard to the constituent entities of the Russian Federation, in the budgets of which the share of financial assistance from the federal budget does not exceed 20 percent of the volume of their own revenues, it is proposed to apply the general requirements established by the budgetary legislation of the Russian Federation in terms of compliance with the limits on the maximum amount of public debt and the budget deficit of the constituent entity of the Russian Federation.

For the constituent entities of the Russian Federation, in the budgets of which the share of financial assistance from the federal budget is from 20 to 60 percent of the volume of their own revenues, it is necessary to establish additional restrictions regarding the costs of maintaining government bodies and remuneration of civil servants of the constituent entity of the Russian Federation, as well as to establish compliance with the maximum the size of the increase in wages to public sector employees.

In addition, for such subjects of the Russian Federation, it is proposed to establish a norm on the mandatory implementation of the instructions of the Ministry of Finance of the Russian Federation on budgetary issues, aimed primarily at eliminating problems arising in the course of budget execution in terms of the formation of accounts payable.

For the constituent entities of the Russian Federation, in the budgets of which the share of financial assistance from the federal budget is more than 60 percent of their own revenues, it is necessary to establish the following requirements for monitoring the efficiency of the use of budget funds:

· Introduction of additional restrictions on the volume of public debt and the size of the budget deficit of the respective constituent entities of the Russian Federation;

· The obligatory conclusion of agreements with the Ministry of Finance of the Russian Federation on measures to improve the efficiency of the use of budgetary funds and increase tax and non-tax revenues of the budget of the constituent entity of the Russian Federation;

· The introduction of a ban on financing from the budgets of the constituent entities of the Russian Federation of activities that are not attributed by the Constitution of the Russian Federation and federal laws to the powers of the bodies of state power of the constituent entities of the Russian Federation;

· Conducting an annual audit of the execution of the budget of a constituent entity of the Russian Federation by the Accounts Chamber of the Russian Federation or the Federal Service for Financial and Budgetary Supervision.

Similar requirements for conducting the budgetary process must be introduced in the relationship between the constituent entities of the Russian Federation and municipalities.

3. Creation of incentives to improve the quality of public and municipal financial management

The reform of the delineation of powers has legislatively secured a significant part of the powers in matters of joint jurisdiction of the Russian Federation and the constituent entities of the Russian Federation to the state authorities of the constituent entities of the Russian Federation, and the stability of public finances in general will largely be determined by how effectively regional finance is used.

In order to activate the activities of state authorities of the constituent entities of the Russian Federation for financial recovery and improve the quality of management of state and municipal finances, assist in reforming the budgetary sphere and the budgetary process, stimulate economic reforms in the constituent entities of the Russian Federation and municipalities, the Fund for Reforming Regional and Municipal finance.

The functioning of the Fund for Reforming Regional and Municipal Finance is especially important during the period of implementation in the Russian Federation of the budgetary reform, the reform of local self-government, as well as the delimitation of the subjects of jurisdiction and powers. In this regard, it is advisable to increase the number of constituent entities of the Russian Federation and municipalities selected for the provision of subsidies based on the results of evaluating programs for reforming regional and municipal finances. It is necessary to improve the selection mechanisms currently established by strengthening the role of indicators that determine the quality of regional and municipal finance management.

In order to create incentives to improve the quality of regional finance management, it is necessary to introduce a system of annual rating assessment of the performance of public authorities of the constituent entities of the Russian Federation in financial management, primarily in the use of new principles of performance-based budgeting, medium-term budget planning. It is necessary to create a system of financial incentives for the subjects of the Russian Federation, which received a higher rating.

In the context of the delineation of powers, it is necessary to revise the principles of providing financial assistance provided on the basis of co-financing in order to ensure the fulfillment of the powers of the state authorities of the constituent entities of the Russian Federation, which are priority for the Russian Federation. Funds for the provision of this assistance are envisaged to be concentrated in a specially created federal fund for co-financing expenses.

For this, it is necessary to finalize the financing mechanism from the Federal Fund for the co-financing of social expenditures. The successful experience of using this Fund to accelerate the pace of reform of the housing and communal services allows us to conclude that it is necessary to expand the scope of its application, based on the fulfillment by the constituent entities of the Russian Federation of a number of conditions on which the size of the Fund's funds provided to them will depend. It is necessary to determine the range of priority powers of the state authorities of the constituent entities of the Russian Federation, financed from the budgets of the constituent entities of the Russian Federation and (or) local budgets, which can be used for co-financing from the federal budget, to establish the conditions for obtaining this financial assistance, taking into account the quality indicators of the performance of certain tasks, the procedure its formation and distribution.

The application of the mechanism of co-financing from the federal budget should be carried out primarily to fulfill the powers of state authorities of the constituent entities of the Russian Federation with a social orientation, such as, for example, providing citizens with targeted subsidies for paying for housing and utilities, social support for certain categories of citizens.

When determining the level of co-financing from the federal budget for individual powers financed from the budgets of the constituent entities of the Russian Federation and (or) local budgets, it is necessary to use the mechanism of differentiated determination of the volume of subsidies, taking into account the indicators of the quality of financial management. So, for example, in the event of an increase in accounts payable for the fulfillment of obligations established by the legislation of the constituent entities of the Russian Federation, it is envisaged to reduce the amount of subsidies provided from the federal budget, and in the event of a decrease or absence of debt, to increase the provision of such financial assistance, which will create incentives for the Federation of the quality of the implementation of their own powers and to prevent the formation of debt.

One of the areas of work to improve the quality of state and municipal finance management should be to improve the budgetary discipline of the constituent entities of the Russian Federation and municipalities.

The budgetary legislation of the Russian Federation establishes a number of parameters used in the formation and execution of the budgets of the budgetary system of the Russian Federation, the observance of which must be ensured unconditionally. These parameters include limiting the maximum size of debt and budget deficits of the constituent entities of the Russian Federation and local budgets, as well as debt service costs.

However, despite the economic feasibility and unconditional nature of these restrictions, their violation is allowed by a number of constituent entities of the Russian Federation. At the same time, the right granted to the Ministry of Finance of the Russian Federation to suspend the transfer of interbudgetary transfers to recipients who violate federal legislation has not been systematically implemented in practice.

Failure to comply with the restrictions approved by the Budget Code of the Russian Federation is due to the lack of the necessary regulation of the procedure and sequence of actions for the application of sanctions to constituent entities of the Russian Federation that violate budget legislation.

Based on this, it is necessary, firstly, to make appropriate changes and additions to the Budget Code of the Russian Federation, clarifying both the requirements themselves and measures to ensure their compliance, and secondly, to develop a detailed procedure establishing a methodology for assessing compliance with the requirements of budgetary legislation and regulation of actions in relation to the constituent entities of the Russian Federation that violate the law, including economic and administrative mechanisms.

As a measure to increase responsibility for non-compliance by state authorities of the constituent entities of the Russian Federation and local authorities with the conditions for the provision of interbudgetary transfers determined by budgetary legislation, it is necessary to reduce the amount of subsidies for the implementation of the powers of the constituent entities of the Russian Federation, channeled from the federal fund for co-financing expenditures being created.

Improving mid-term financial planning

One of the main elements of the budget reform is the transition to medium-term financial planning, within which the budget cycle begins with consideration of the main parameters of the medium-term financial plan for the corresponding year approved in the previous budget period, analysis of changes in external factors and conditions, justification of changes to the main budget indicators the planned year, as well as adjustments or development of budget projections for subsequent years of the forecast period.

The practice of regulating the process of medium-term financial planning in regional and municipal legislation is reduced, as a rule, only to the reproduction of the norms of federal legislation, while in a large number of constituent entities of the Russian Federation, there is no legal regulation of medium-term financial planning.

In order to improve the process of medium-term financial planning at the regional and municipal levels, it is necessary to introduce into the Budget Code of the Russian Federation provisions that oblige the state authorities of the constituent entities of the Russian Federation and local self-government bodies to carry out legal regulation:

· Procedures for medium-term financial planning, including the specification of objectives, types and formats of planning, lists of input and output indicators, requirements for initial information;

· The order of interaction of all participants in the mid-term financial planning process;

· The relationship between the medium-term financial plan and programs of socio-economic development for the future;

· The procedure for accounting in the process of mid-term financial planning of the main socio-economic priorities of the territories;

· Procedures for using the indicators of the medium-term financial plan when preparing the draft budget for the next financial year;

· The procedure for monitoring the implementation of indicators of medium-term financial planning, adjusting these indicators.

The Ministry of Finance of the Russian Federation will develop guidelines for medium-term financial planning for the constituent entities of the Russian Federation and municipalities on the use of target indicators for planning and evaluating the work of the main administrators of budget funds.

Conclusion

Thus, the internship in the Department of Architecture, Land Use and Construction helped to consolidate theoretical knowledge in practice, contributed to the acquisition of professional qualities, such as the ability to skillfully communicate with representatives of the administrative apparatus, the ability to speak and listen, the ability to talk on the phone, the ability to conduct business correspondence and other.

The study of the structure, functions of the department, regulatory and legal and documentary support, regulating the activities of the department made it possible to present a complete picture of the work, rights and obligations of a municipal employee, of the structure and activities of the Department of Architecture, Land Use and Construction.

Study of the concept of a budget, its formation; financial management mechanism in the public administration system allowed.

So, we can conclude that a municipal employee is a person with higher education with rights, duties and responsibilities to the state and the population, who actively participates in the affairs of the district, its residents and the city as a whole.

Methodical instructions

on the passage of industrial (pre-diploma) practice

1. Goals and objectives of the practice

The main goal of pre-graduation practice is the practical application of basic and special knowledge acquired during training; the acquisition of professional skills, the formation of practice-oriented competencies in accordance with the types of professional activities provided for by educational standards, as well as preparing students for the performance of the final qualifying (diploma) work and future professional activities.

Practice objectives include:

- collection, generalization and analysis of factual material collected in accordance with the program of practice, necessary to fill out a diary on practice and final qualifying (diploma) work;

- study of scientific, educational-methodical and periodical literature, normative-reference and legal information on the theory and practice of the problem under study in the field of state and municipal administration;

- analysis of the state of affairs existing in the organization, government bodies, evolution over time, assessment and diagnosis of the state of problems in the field of state and municipal administration;

- performance of certain functions (work) of employees of the organization, authorities in the direction of state and municipal administration;

- development of proposals for the management of the organization, authorities (including structural divisions) to solve the identified problems, improve certain types of activities;

- substantiation of the effectiveness of the proposed proposals, directions of development in the field of state and municipal administration.

The completeness and degree of detail in solving the problems of practice are determined by the characteristics of the organization, the authority of authority (including the structural unit) - the base of practice, the topic of the final qualifying (diploma) work and are reflected in the individual assignment for practice.

During the practice, students should study issues related to the fundamental principles of the organization (authority), which is directly related to the topic of the final qualifying (diploma) work.

During the internship, it is necessary to study and further use how annexes to the practice report organizational documents of an organization (authority), such as regulations on the organization (or charter), regulations on structural units, administrative regulations, staffing table, job regulations of employees, job descriptions, etc.

During the internship, attention should be paid to problematic issues corresponding to the topic of the diploma study, to identify them in the course of studying the documents and reporting of the organization, the principles of its functioning, and the performance of specific types of work.

When collecting material during the internship, it is recommended to adhere to the following approximate thematic plan, depending on the practice base and individual assignment. The recommended thematic plan for collecting information is presented in table. 1.

Table 1

Thematic plan for collecting information during internship

3. Practice assignment

1. Practical application of basic and special knowledge obtained in the process of studying at the university;

2. Acquisition of professional skills, the formation of practice-oriented competencies of a specialist, in accordance with the types of professional activities provided for by educational standards;

3. Analysis of normative legal acts, documents regulating the activities of the organization in order to identify the general principles of its functioning, the organization of documentation support for management and its individual directions;

4. Study of the organizational and legal form, functions, tasks, organizational structure of the enterprise (organization, institution);

5. Studying the job responsibilities of specialists, employees, employees of the organization;

6. Study of the system, order and technology of preparation, adoption and documentation of specific management decisions;

7. Acquisition of skills in drawing up and developing forms of documents generated in the activities of the organization;

8. Practical development of various forms and methods of management activities;

9. Development of skills for independent analysis of information, work with documents, interaction with individuals and legal entities;

10. Formation of professional interest, a sense of responsibility and respect for the chosen profession;

11. Collecting the necessary documents, their processing, systematization and analysis of the collected material to fulfill the theme of the final qualifying work;

12. Mastering the basics of management culture and ethics;

13. Drawing up a diary and a report on the passage of practice, preparation for his defense.

The assignment for practice is presented in Appendix A.

Sample Topics individual assignments for practice are presented in the work program for industrial practice (pre-diploma) in section "9. Educational and methodological support of students' independent work on (pre-graduation) industrial practice. "

4. Schedule of the internship

In accordance with the Federal State Educational Standard in the direction 38.03.04 - "State and Municipal Management", industrial (pre-diploma) practice has a duration of 20 (24) working days (4 weeks) for full-time students. In accordance with the curriculum, the total labor intensity of industrial (pre-diploma) practice is 6 credit units (216 hours).

The plan-schedule of the internship is presented in table. 2.

table 2

Schedule for full-time students

REQUIREMENTS FOR DRAFTING AND DESIGNING
PRACTICE REPORTS

The internship report is the main document characterizing the student's work during internship. The report is drawn up in accordance with the internship program and includes materials reflecting the student's individual assignments. The report should be drawn up as the material accumulates in the diary every day.

The normative volume of the report is 25–35 pages of standard computer text on sheets of A4 paper.

The report should consist from:

- title page;

- introduction;

- two main sections;

- conclusions;

- list of sources used

- applications.

On the title page the report must contain the place of the practice, the surname, initials and position of the head of the practice from the enterprise, the official seal of the enterprise (organization). A sample cover page for a practice report is provided in Appendix B.

In the introduction the purpose and objectives of the practice are indicated, as well as the relevance, purpose, objectives, object and subject of research according to the selected topic.

The first section of the report is theoretical and contains the theoretical foundations of the selected topic of the final qualifying work, including a review of scientific and special literature, regulatory framework, domestic and foreign experience.

The second section of the report is analytical, contains a general description of the state or municipal government (institution, enterprise), including goals, objectives, main regulatory documents, organizational structure, types of activities, dynamics of key indicators for the last three calendar years, identified problems and proposed solutions to appropriate justification for effectiveness.

Descriptions should be concise, clear and accompanied by numerical data, tables.

The report is drawn up in accordance with the requirements for the design of final qualifying works posted on the official website of the Department of State, Municipal Administration and Customs - "Student" - "To help the graduate student" - "Requirements for the content, design and procedure for the implementation of the FQP".

Appendix A

Ministry of Science and Higher Education of the Russian Federation

Federal State Budgetary Educational Institution

higher education

"OMSK STATE TECHNICAL UNIVERSITY"

Department of "State, Municipal Administration and Customs"

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

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

III Report preparation and summing up

Educational practice

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

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

It is recommended that you stick to the following plan when writing a report on your practice:

· Introduction (1-2 pages);

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

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

· Section 3- research results on the topic of work on GiMU (20-25 pages);

· Conclusions and suggestions (2-3 pages);

· Bibliography.

In the first section the report outlines:

· Location of the enterprise (institution);

· Size of the enterprise, its specialization;

· Organizational structure and management structure;

· Availability and characteristics of labor resources, provision with means of production;

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

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

· Characteristics of the elements of the control process;

· Organization of activities of personnel services;

· Organization of labor of the manager;

· Directions of the rational organization of managerial work;

· Conditions for the effectiveness of management decisions;

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

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

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

Approximate topics of educational practice

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

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

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

4. Models of state and municipal government management.

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

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

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

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

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

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

11. The quality management system at the enterprise / organization.

12. Management in non-profit organizations.

13. Management in educational governing bodies (in the governing bodies of culture, health care, health insurance funds, pension funds, etc.) in the region, city, village, etc.

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

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

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

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

18. Organization of work, material and moral encouragement of personnel at the enterprise / organization / institution.

19. Professional development and retraining of personnel at the enterprise / organization.

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

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

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

23. The state in the securities market: search for an optimal model

24. State regulation of the insurance market in modern Russia

25. Features of state regulation of bankruptcy processes of credit institutions

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

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

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

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

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

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

32. Types of management and features of social management.

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

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

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

36. Theories of bureaucracy and their modern assessment.

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

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

39. The basic principles of the formation and functioning of the executive power of the constituent entities of the Russian Federation.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

55. Risk management in public administration: basic concepts and ways of minimization.

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

57. Innovative technologies for the municipal economy.

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

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

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

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

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

The student must attach to the report:

· Schedule of training and introductory practice;

· Diary of educational practice;

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

· Forms of analysis of the work of divisions of the main and subsidiary management bodies;

Schedule, characteristics, diary and title page of the report must be signed by the head of the enterprise and certified by the seal.

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

A commission of 2-3 persons is appointed to defend practice reports. Representatives of other departments may be included in the commission.

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

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

· Student activities during the period of practice (degree of completeness of the program, mastering basic professional skills in organizing management);

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

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

Practicing for a student of the specialty: "GMU" is not only an obligatory element of the educational process at the university, but also an attempt to establish oneself in order to get a job in one of the authorities.

The functions of a student of the considered specialty in practice depend, first of all, on the level of belonging of the base of the practice of the management apparatus.

RF Administration Office

An important task is to correctly present the base of practice.

Let's give an example

The Department of Social Protection of the Population of the Komsomolsky District of Togliatti is a structural subdivision of the administration of the Komsomolsky District of Togliatti and was created by the head of the administration in order to organize and coordinate various types of social assistance to low-income segments of the population (pensioners, disabled people, orphans, orphans, children - invalids, participants of the Second World War and participants in local wars, children from large families and other categories of citizens who have found themselves in a difficult life situation).

It is also important to describe the structure of the practice base.

Filling out a diary often presents difficulties in terms of describing the functional responsibilities of a student, since managerial operations are always very complex.

Let's give a couple of examples

Functional role - MFC specialist assistant

Diary

Functional role-assistant to the director of the "Family" Center

Diary

Note that control and planning are the most important functions of the GMU, which are described in the corresponding operations, which was shown above.

In addition to the formal side of compiling a practice diary (the diary should be compiled because this is provided for by the practice (internship) regulation), the purpose of compiling a diary is also purely practical. First of all, this is an opportunity to show that the student has not only served the prescribed amount of time in any management body designated for him as a place of internship, but also:

• he figured out himself and understood well where he was (he studied the structure and position on the activity of the organ, the main functions and directions of activity, etc.);
• I found my place in this body (I got acquainted with the regulations on the department, with the duties of my mentor, as well as with my temporary duties, and throughout my practice I successfully performed them);
• brought concrete benefit to the state or municipal government from his stay in it as an intern (he helped a mentor or head of practice from an organization in carrying out specific assignments, preparing documents, drafting responses to requests from citizens and organizations, meeting with visitors, monitoring the media, preparing analytical references and materials, etc.);
• managed to establish himself in the eyes of the management of the institution in his need and usefulness, willingness to perform duties in the future, but already as a full-time employee. Ideally, if this is reflected in the feedback on practice. What, in fact, is the student's introductory practice.

Thus, this article will help you write a practice report and get an excellent grade.

FEDERAL STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"NORTH CAUCASIAN ACADEMY OF PUBLIC SERVICE"

DEPARTMENT OF STATE AND MUNICIPAL ADMINISTRATION

Course work

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

Completed by a student

Faculty of State Medical University

Groups

supervisor

Rostov-on-Don

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

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

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

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

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

2.1 Formation of the specialty of GMU ……………………………………………. nine

2.2. Formation of the specialty "State and municipal administration" in the framework of higher professional education ..................... 13

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

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

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

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

Introduction

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

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

In order to more quickly develop a modern civil service that meets Russian realities, back in 1991, it was decided to create a system of specialized educational institutions (personnel centers, later transformed into regional academies of civil service), the main task of which was the training, retraining and advanced training of state and municipal employees.

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

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

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

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

It has long been known that an unfit manager can lead an enterprise to bankruptcy in a short time, and a talented manager can lead to success. The same applies to the city. Managing a modern city is no easier than running the largest industrial enterprise. Management as a science of management is closely related to economics. The largest capitalist firms employ professional economists and managers and train managers in university centers. Effective business is impossible without modern knowledge in the field of economics and management.

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

requirements.

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

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

State structure of modern Russia

Functions of the state, tasks and methods of state administration

Formation of the specialty "State and municipal administration" in the framework of higher professional education

Areas and activities of a specialist

Requirements for the training of a specialist

1. State structure and management

1.1 State structure of modern Russia

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

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

The Russian Federation is a social state, the policy of which is aimed at creating conditions that ensure a dignified life and free development of a person (paragraph 1 of Article 7).

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

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

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

Federal government bodies are the President

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

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

Local power in the Russian Federation is exercised by local self-government bodies, which are not part of the system of state power bodies (Article 12).

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

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

The internal functions of the state include:

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

b) state regulation of the economy, economic activity;

c) state regulation of the social sphere, cultural, scientific and other activities;

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

In solving these problems, the state uses methods of administrative and economic regulation, as well as methods of ideological influence. Administrative methods - the publication of binding laws, a system of penalties for non-compliance. Economic regulation is a system of taxes, customs duties, budget financing, a system of excise taxes, social and other benefits, with the help of which certain types of activities are supported or limited. Ideological influence is carried out through the media and is aimed at instilling in citizens a sense of patriotism, pride in their country, and a desire to contribute to its prosperity. One of the means of instilling patriotism is the use of state symbols.

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

External functions of the state:

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

b) foreign policy activity;

c) foreign economic activity;

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

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

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

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

2.1 Formation of the specialty of the State Medical University

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

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

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

By virtue of the educational management scheme adopted in Russia, the content of education in this specialty was determined by the federal education management body and, accordingly, to the extent that this body understood what the state (and municipal) service would be in Russia. There was a time (albeit rather short) when the specialty was called “State and regional control". And in the law of the Russian Federation "On the fundamentals of the civil service of the Russian Federation" of 07/31/95, such non-existent in the classifier of specialties was mentioned as "public administration"(paragraph 6 of this Law). The fact that now (by the amendment to this Law of 18.02.99) the name of the specialty has been brought in line with the existing realities has not changed the state of affairs. A comparison of state educational standards of the so-called. The “first generation”, adopted in 1995, shows an almost complete coincidence of the requirements for training specialists in such essentially different specialties as “state and municipal administration” and “management”.

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

The fact is that in the legislation of those constituent entities of the Russian Federation, which specified the requirements for persons applying for positions in the civil service, there were requirements for work experience (as a rule, at least a year). To illustrate, I will cite excerpts from the law "On public service" of the Irkutsk region (as amended by the Law of the Irkutsk region of 11.06.1999 No. 32-03):

“B) for presenters and seniors higher professional education in the specialty "state and municipal administration" either by specialization of regional government positions of the regional public service or education considered to be of equal value.

v) for younger ones regional public positions of the regional public service - secondary vocational education on the specialization of regional public positions, regional public service or education considered to be of equal value ”.

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

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

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

c) leading regional government positions - the length of service in senior regional government positions for at least two years, or work experience in the specialty for at least three years ;

d) senior regional government positions - work experience in the specialty for at least three years ;

e) junior regional government positions - no requirement for seniority .

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

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

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

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

The spread of this practice is facilitated by the assignment of the specialty “state and municipal administration” to the group of specialties of economics and management with the assignment of the qualification “manager”. Although it is obvious that the specifics of the service itself, consisting in the performance of the functions of the state by employees, presupposes the availability of solid knowledge not only in the field of economics and management, but also in the field of jurisprudence, political science, and sociology. In this regard, it would be more logical to assign this specialty to the group of interdisciplinary specialties (350,000) with a change in the qualifications awarded (for example, “specialist in the field of state and municipal administration”).

Nor did Russia develop a clearly defined legal system of specialization in the state and municipal service (there is no interpretation of the concept of “specialization of civil service positions” used in the laws of the Federation and the constituent entities of the Federation). Apparently, this is why our new standard actually lacks dedicated hours for specializations and at least recommended specializations.

2.2. Formation of the specialty "State and municipal administration" in the framework of higher professional education

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

This circumstance is hardly noticeable for those who do not work on any significant scale to improve the qualifications and retraining of state and municipal employees. This situation was not accidental, but due to objective circumstances.

At first, there is no state regulation of the system of additional vocational education as a whole, with the exception of several regulations of the Ministry of Education of the Russian Federation.

Secondly, specially regulated (by orders of the Ministry of Education, approving the state educational standard) only the system of additional professional education federal civil servants... For the same category of civil servants, requirements for professional retraining are established, in particular, in the Decree of the President of the Russian Federation of 3.09.1997 “On additional measures for the training of civil servants” it is noted that it is necessary to draw up plans for the training of civil servants on an annual basis, bearing in mind that “compulsory professional retraining of persons appointed for the first time to public positions of the federal public service not lower than the deputy head of the department (hereinafter referred to as "leadership positions"), during the first year of work in the indicated positions ”.

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

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

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

Qualification requirements for a specific position;

Specific learning objectives;

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

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

A completely natural question arises - how legitimate is this approach? Does the content of a civil servant's activities really coincide with the content of a manager's activities? If we proceed from the fact that in the new system of educational standards we see significant differences between the standards for specialties 061000 and 061100 (which has even been renamed “Organization Management”), it is obvious that it does not.

In fact,

In the absence of clearly defined qualifications for specific positions,

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

With not only a textual discrepancy between the types of activities of civil servants listed in the State Educational Institutions of Higher Professional Education of 1995 and 2000,

it is impossible to implement the requirement to harmonize the curricula and programs of the State Educational Institution of Education for additional vocational education, since this standard contains clause 5.2, which states that “educational programs of additional vocational education must ensure its continuity in relation to state educational standards of higher and secondary vocational education corresponding direction of study ”.

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

This standard also contains such an innovation as “education supplementary to higher education”. In the absence of this type of educational programs in the documents that define the requirements for civil servants, it simply “freezes”.

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

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

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

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

For the system of regional academies of public service, each of which has several (for the Siberian Academy of Public Service - 14) subjects of the Federation, this aspect is of fundamental importance.

All academies have to think about how to organize educational activities outside their location with a minimum investment of time and financial resources from the respective budgets.

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

Practice has shown that the regulations governing the creation of branches are aimed at making the process more amenable to regulation, and this is necessary, but at the same time, the specifics of working with state and municipal employees in vast territories, with an undeveloped educational infrastructure, is not taken into account. In particular, no one can answer such questions:

Why to create a branch of an educational institution requires the consent of the leadership of a constituent entity of the Federation, which is not interested in how the personnel issue will be resolved for federal civil servants working in this constituent entity of the Federation;

Why is it necessary to agree to open a branch on the part of the employment service in this constituent entity of the Federation, which, most often, does not have an acceptable idea of ​​the personnel needs of the relevant structures? Apparently, this is why they so easily give their positive opinions on requests to open branches;

How to ensure compliance with the requirements for civil servants in various constituent entities of the Federation, without which (compliance) hinders the processes of personnel exchange between territories and different management structures.

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

By the way, this moment underlines the exclusiveness of the specialty “State and Municipal Administration” in the system of specialties of higher education, which is underestimated in the practice of the Ministry of Education.

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

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

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

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

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

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

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

6. The authorities and administrations have little influence on the content of training of their personnel, practically do not participate in the development of curricula and programs.

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

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

The university nature of training specialists allows them not to be confined within the narrow framework of specializations and to work in many areas of the economy, to engage in various types of activities. In particular, graduates in the specialty "State and municipal administration" will receive fundamental knowledge in economics, law, sociology, management, finance, systems analysis, urban management and social sphere, etc. management "can be state and municipal bodies of representative, executive and judicial power, other state and municipal bodies, organizations and institutions. Another area can be various enterprises of the municipal economy and social sphere, requiring qualified management. Typical positions: specialist in the structural unit of the city administration or city council on economic analysis and planning, industrial policy of the municipality, property management, land resources, housing and communal services of the city, transport services

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

The specialist's activities are aimed at ensuring the rational management of economic and social processes at the level of cities, districts and other territories, based on the interests of the population, at organizing territorial management systems, at improving management in accordance with modern trends.

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

Brief description of the main types of professional activities of a specialist in state and municipal management:

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

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

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

d) planning and financial activities. This is work in the economic and financial departments of authorities and administration, related to the organization of financial planning and management through financial levers;

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

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

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

h) diagnostic activity. In the process of managing the territory, difficulties and problems constantly arise, the reasons and ways of overcoming which are not obvious. We need professionals who are proficient in the methods of systems analysis, who are able to understand the problem (diagnose it) and propose solutions. Few cities are still using modern approaches to solving complex problems. It is this niche that the diagnostic activity of managers is called upon to fill;

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

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

With some additional training, a manager specializing in "State and Municipal Management" can adapt to other types of professional activities:

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

3.2 Requirements for specialist training

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

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

He is familiar with the basic teachings in the field of humanities and socio-economic sciences, is able to analyze social problems and processes, knows how to use the methods of these sciences in his professional activities;

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

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

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

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

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

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

Under the conditions of the development of science and changing social practice, he is capable of re-evaluating the accumulated experience, analyzing his capabilities, knows how to acquire new knowledge, use modern information educational technologies;

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

Able to find non-standard solutions to typical problems or solve non-standard problems;

He is capable of project activities, knows the principles of systems analysis, knows how to build and use models to describe and predict various phenomena, to carry out their qualitative and quantitative analysis;

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

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

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

Conclusion

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

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

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

In addressing the issues raised, it is necessary to develop dialogue and joint work of state and local authorities, on the one hand, and specialized educational institutions, on the other.

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

Bibliography

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

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

3. Constitutional law of the Russian Federation. Yekaterinburg: Ural State Law Academy, 1995.

4. Chirkin V.E. State science. M .: Yurist, 2000.

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

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

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

8. The latest literature on parliamentarism (texts of books are freely available). Site www. jegislature.ru

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

10. Zotov VB Territorial administration. M., 1998.

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

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

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

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

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

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

17. Municipal property as the economic basis of local government. Ekaterinburg. 1998.