Indicators for assessing the effectiveness of social programs. The effectiveness of state regional social programs Alexander Vladimirovich Saushkin The effectiveness of social programs

Introduction

1. Effects of social program evaluation

1.1 Social effect

1.2 Economic effect

1.3 Financial effect

2. Strategic planning when developing social programs

3. Performance assessment indicators

Conclusion

Bibliography

INTRODUCTION

In crisis situations, during the period of modernization of society and its transitional states, the role of strategic search efforts to overcome the crisis and ensure a breakthrough in the main directions inevitably increases. This function is performed by social programs and projects that can determine the optimal balance of strategic and tactical tasks and the progression of their movement. A special issue is determining their effectiveness.

Efficiency is a variable of a social process that expresses its assessment in terms of the expected result. If the actual result basically corresponds to the expected one, then we can talk about efficient process, if it corresponds completely, it is optimal; if it corresponds partially, it is ineffective; if it does not correspond, it is an ineffective process.

True effectiveness is a variable of a social process that expresses its assessment in terms of the expected result. If the actual result basically corresponds to the expected one, then we can talk about an effective process; if it corresponds completely, it is optimal; if it corresponds partially, it is ineffective; if it does not correspond, it is an ineffective process.

The passport of target programs includes the following items: name; date of decision to develop a project, program; customer; main program developer; goals and objectives of the program; implementation deadlines; list of main subprograms; implementers of subprograms and main activities; volume and sources of financing; expected final results of the program; system for organizing control over program execution. Taking these parameters into account, it is possible to determine indicators for assessing the effectiveness of social programs.

1. EFFECTS OF EVALUATING SOCIAL PROGRAMS

First, let's look at what the effects of evaluating the results of social programs are.

1.1 Social effect

The social effect can be obtained at several levels:

At the regional level through: development of the third sector and intersectoral cooperation; possibilities for planning the reorientation of the implementation of social services from government bodies to the public sector; maximum participation of all interested organizations, groups and active individuals in decision-making regarding planning and monitoring of social and other services; introduction into practice of new social technologies inherent in modern approaches to the provision of social services; development and application of a mechanism for public control over the distribution of public resources, development of mechanisms that ensure “transparency” of decision-making on the distribution of resources.

At the user level, that is, those at whom the program is aimed, due to: psychological support; development of creativity and acquisition of labor skills; employment opportunities, advancement social status and reducing dependence; opportunities for self-realization.

At the service level due to: activation of internal resources; attracting external resources; increasing the competence and professional skills of employees; expanding the list of services; developing partnerships with organizations providing the same services.

Growth estimate human capital, is determined based on individual sources: through educational and other events; through conducting volunteer events and attracting resources to implement public services

1.2 Economic effect

The economic effect is expressed differently depending on the focus of the program and the amount of allocated funds: for labor rehabilitation; implementation of the program can have a positive impact on the development of small businesses and the private sector; annual economic effect can be calculated due to the emergence of new organizations and jobs.

The economic effect of implementing a social program can be determined by the following indicators: efficiency of use of funds spent; effectiveness of program implementation;

1.3 Financial effect

The financial effect can be obtained from three components: attracting additional funds during the implementation of the program. The volume of additional funds raised for any activities and for the program as a whole constitutes the financial effect; reducing the cost of services. The financial effect in this case is a reduction in current costs through the use of cost-effective technologies that lead to a reduction in certain costs; preventing high costs in a situation “without support” of the program. In addition to the effects described above, others may be included as a result of the implementation of program activities. To substantiate the results, reports should include photographs, videos, audio recordings, as well as publications, published literature and other materials confirming the obtained indicators.

2. STRATEGIC PLANNING IN THE DEVELOPMENT OF SOCIAL PROGRAMS

Let us briefly consider the effectiveness of social programs during their strategic planning. For strategic planning, the clarity of interpretation of the concepts “social program” and “social problem” is essential.

A social program is the content and plan of activities outlining the main goals and objectives of solving social problems, the nature of the activities, clarification of deadlines and identification of participants in the processes and their role functions.

A social problem is a contradiction that objectively arises in the process of functioning and development of society; a set of issues that require solutions by means of social management.

Social problems are divided into: local, affecting private social aspects public life(for example, the interests of specific individuals, population groups: disabled people, residential people, etc.); social problems arising at the level of social institutions (health care, education, social security, etc.); social problems requiring structural changes the social system as a whole (social reforms).

Strategic planning in the development of social programs should be considered as a process of choosing goals and technologies for solving social problems. This choice should be focused on long-term results, and made on the basis of an assessment of the structural transformations of the social system, its social institutions, taking into account the interests of the subjects of social policy. The central subjects are the state and the person in whose interests this policy is carried out.

In Russian practice, social programs are divided into the following types: income and prices; employment and social and labor relations; public health protection and healthcare development; social protection the population and its individual groups (disabled people, the elderly, former military personnel and members of their families, etc.); education; family, motherhood and childhood; children of Russia, etc.

Strategic planning should be carried out in stages: social forecasting; social design; social planning; long-term targeted social programs. The criteria for standardized indicators of target results can be quantitative indicators (expressed in absolute numbers, %, shares, etc.) and qualitative indicators (subjective-objective indicators of improvement, deterioration, stabilization, etc.).

An indicator of effectiveness is the assessment of the implementation of long-term programs, which will certainly occur in a very distant future for its developers, and in most cases not by them, but by other people. This circumstance, to a certain extent, weakens responsibility, and on the other hand, aggravates it. No matter how attractive the goals of strategic planning are, the planned technologies are good, but their implementation is in the hands of specific people. Therefore, the mechanism for managing long-term programs, including selection, placement, and succession management of personnel participating in programs at different time stages will be of decisive importance. The development of such a mechanism depends on the choice of management goal, its formation and justification. In this case, the goal as the future state of a social object can be considered taking into account its past position, present state, and development trends.

The ultimate goal of strategic planning can be determined to improve the standard of living of the population and its individual groups. The indicators should be the dynamics of the cost of living, the ratio of income and expenses of the population and its individual groups, etc. These indicators relate primarily to economic categories. This assessment has caused dissatisfaction among both scientists and practitioners; it does not properly determine the effectiveness of management and the chosen strategy for social development.

Strategic planning in the development of social programs should assume social progress, social well-being, integration social interests various social groups and segments of the population and members of civil society through the systematic management of social processes and their modernization, which are also indicators for assessing the effectiveness of social programs.

3. PERFORMANCE ASSESSMENT INDICATORS

Quantitative indicators are determined by:

The number of supported programs in the field of social protection, healthcare, education, youth initiatives, culture, etc.;

The number of concluded contracts (based on financing according to estimates);

The number of events carried out during the implementation of programs (events include: conferences, seminars, trainings, consultations, etc.);

The number of people who took part in the implementation of program activities (number of men and women, labor veterans);

The number of organizations and institutions that received support for initiatives (indicate the name, number of employees and main type of activity);

The number of organizations of all forms of ownership involved in the implementation of supported programs (indicate the organization, manager and type of activity).

Qualitative indicators are determined by:

Profile of newly created public associations, non-profit organizations;

Conditions of the new jobs created (indicate for what professions and how many places, type of payment and work);

The composition of those who took part in various training events;

The nature of the completed scientific research on various program activities (direction of research, quantitative and qualitative results, authors).

Does not currently exist unified system methods for assessing the effectiveness and quality of institutions social services or social service systems in a certain territory. All proposed assessments are not comprehensive, covering only one aspect (or some aspects) of the activity of the object under study.

Thus, quantitative indicators of population coverage with social services, accessibility of institutions, and the range of their functions do not give an idea of ​​​​the qualitative side of the object; subjective assessments by clients of activities social services are quite important, but, as management theory has long established, they mainly reflect their emotions (complaining or admiring most often are those who have discovered some deviations for the better or worse, or persons with a special character). Finally, the degree to which the population perceives the need for social services significantly influences the nature of the assessment given by clients. Therefore, although constant research into the opinions of clients is a mandatory part of the activities of social services, professionals social management should be well aware of the relativity of the results obtained using such tools. Among the assessment methods, social expertise should also be mentioned.

Assessing the current state of a social facility involves solving the following problems:

Analysis using selected evaluation criteria of strengths and weaknesses activities, characteristics of the management system of a social facility, its material base, determination of the degree to which an institution or body is staffed with professional personnel, prospects for expansion, etc. (diagnostic tasks);

Ranking of shortcomings in the institution’s activities: shortcomings that can be eliminated within the system itself, by the employees of this facility; deficiencies that cannot be eliminated by the employees of this facility;

The stage of assessing the current state of a social object in the process of preparing a program for its transformation is one of the key ones. The result of such an assessment and the conclusions formulated on its basis constitute the final baseline position for the entire subsequent design procedure. In this regard, conclusions must be reliable, objective and complete. They are designed to motivate the manager to act, to create in him an idea of real perspective development of a social object, demonstrate what can be achieved in a specific situation, what problems cannot be solved without involving other resources of the social system.

The economic management subsystem is a set of economic levers with the help of which economic effect is achieved. In contrast to the organizational and administrative subsystem, the economic management subsystem involves the development of general planning - economic indicators and the means to achieve them. This is a kind of economic mechanism in economic relations. As a result of increasing the effectiveness of economic levers and incentives, conditions are created under which the workforce and its members are encouraged to efficient work not so much by administrative influence (orders, directives, instructions, etc.), but by economic stimulation.

Targeted programs have a great effect in economic management. Solving primarily economic problems, targeted programs in connection with this and on the basis of this solve many different social programs. Social activities of any target program are aimed at improving people's living conditions; they are designed to prevent or reduce social tension and prevent social conflicts.

CONCLUSION

In practice, the effectiveness of social programs is assessed in two interrelated areas: assessment economic efficiency and analysis of the social impact of programs. Economic efficiency is easier to determine, it is tangible; theory and practice have accumulated many methods that allow us to analyze with the necessary completeness the economic efficiency of individual activities or programs as a whole. As for the social effectiveness of programs, so far we can only talk about developing approaches to its determination.

As the experience of developing and implementing programs has shown, the need for them arises when there is enough a large number of economic and social problems that can be solved as a result of the spontaneous interaction of individual producers according to the laws of the market. This is exactly the situation that has developed in Russia today.

BIBLIOGRAPHICAL LIST

1. V.V. Tkachenko Training and metodology complex in the discipline “Technology for the development of social programs” for students of full-time, part-time and short-term forms of study in specialty 040101 “Social work”. – Blagoveshchensk: Amur State. univ., 2007. - 64 p.

2. Ivanov V.N., Patrushev V.I. Social technologies: Course of lectures. - M.: Publishing house MGSU "Soyuz", 1999. - 432 p.

3. Management social work: Textbook. aid for students higher textbook institutions / Ed. E.I. Komarov and A.I. Voitenko. - M.: Humanite. ed. VLADOS center, 2001. - 288 p.

4. Social politics: Textbook / Under general. ed. ON THE. Volgina. - M.: Publishing house "Exam", 2003. - 736 p.

5. Technologies of social work: Textbook for general. ed. prof. E.I. Single. - M.: INFRA-M, 2001. - 400 p. - (Series “Higher Education”)

influence in the field of improving and optimizing the institutional environment in the Russian energy sector.

The third stage is the stage of development of an innovative economy. In accordance with this, the main content of this stage will be a gradual transition to the energy sector of the future with fundamentally different technological capabilities further development, relying on the highly efficient use of traditional energy resources and new non-hydrocarbon energy sources and technologies for its production.

Innovative development Russian energy will be provided with the investment and innovation foundation laid at previous stages in the form of new technologies, equipment and operating principles of the Russian fuel and energy complex and related industries.

Here it is necessary to ensure the necessary level of quality and efficiency of innovation in the energy sector.

The basic conditions for the development of the energy sector at the third stage will be a significant reduction in the share of the energy sector in the Russian economy due to its displacement by non-energy sources of innovative economic growth and the active development of non-hydrocarbon energy in the world. In these conditions, the role of state participation in the development of the energy sector will consist mainly in supporting innovative areas of development of the energy sector (non-hydrocarbon energy, etc.), as well as in regulating and ensuring a stable institutional environment for the effective functioning of the energy sector.

Bibliography

1. Energy strategy of Russia for the period until 2020 (approved by government decree Russian Federation dated August 28, 2003 No. 1234-r).

2. “Russian Statistical Yearbook”, 2011. // FSGS RF. gks.ru

SPECIFIC CHARACTERISTICS OF THE RUSSIAN INDUSTRIAL POLICY

IN THE POWER SPHERE

Article is devoted to features of implementation of industrial programs in the power sphere of the Russian economy. Economic mechanisms of implementation of the state power policy in the Russian Federation are analyzed in detail.

Keywords: Industrial policy; power; state-private partnership; state power policy.

Naumova I. V.

ASSESSMENT OF THE EFFECTIVENESS OF SOCIAL PROGRAMS: MAIN APPROACHES AND DIRECTIONS

An analysis of sociological research on the attitude of entrepreneurs to social responsibility and analysis of the structure of social investments of Russian companies. The main approaches to assessing the effectiveness of social programs are considered; indicators for assessing the financial, social and socio-economic effect of the implementation of external and internal social programs of the company; the impact of social investments on the organization’s basic business processes.

Keywords: corporate social responsibility (CSR), social investments, social programs, evaluation of the effectiveness of social programs.

Assessment of the effectiveness of socially significant activities of companies is of increasing interest from managers who consider assessment as a means of increasing the effectiveness of the company’s social activities and improving

her production indicators. The experience accumulated over the last decade allows us to draw an unambiguous conclusion that assessing the economic effect of social programs is a real and feasible task.

© Naumova I. V., 2011

The implementation of corporate social responsibility through targeted programs that meet the needs of the main groups of stakeholders - consumers, personnel, local communities in the territories of presence - is called social investment. Its attractiveness stems from the fact that, from a strategic perspective, social investments are always mutually beneficial. The very term “social investment” assumes that these investments pay off, that there is some mechanism for obtaining additional benefits.

Prospective surveys revealed that companies' social investment plans for 2008 were very positive. 74% of respondents planned to increase investments, only 5% planned to reduce expenses. However, more than half of the companies plan to increase expenses by no more than 17%. The trend of domestic investment predominating over foreign investment continued, intensifying after 2003 (then it was 54.2/45.7, currently 58.9/41.1).

According to VTsIOM, in 2008 there was a slight cooling of entrepreneurs towards the idea of ​​social responsibility. Compared to 2007, the number of supporters of the point of view that the business of business is wages and taxes (social problems should be under the jurisdiction of the state) has increased significantly and the main trends of decreasing attention of companies to social programs have remained.

In an unfavorable financial and economic situation, the company's social programs may be perceived by the company's management as an unnecessary burden and subject to reduction (Table 1). On the other hand, the crisis can contribute to the emergence of social investments with real returns and lead to the systematization of the social policy of Russian companies, its transition to a new stage of development, closer to the standards of leading foreign companies.

The main problems facing the business community when making social investments are the following:

Lack of a transparent structure and strategy for social investment, focus primarily on short-term programs, which is at odds with the basic definition of corporate social investment;

There is no request for the formation of a corporate social investment strategy from the state and society, so companies have to act without clear guidelines;

Internal programs prevail over external ones, that is, businesses are primarily engaged in the development of their own personnel and are not actively included in country-wide social programs. This problem is largely due to the passive position of the state, which does not provide clear boundaries for the division of corporate and state responsibilities to society.

The combination of these problems leads to a discrepancy between the costs of social policy of companies and real social investments, as well as inconsistent actions in the field of investment, which reduces the effectiveness of programs.

Internal and external assessment of the effectiveness of an organization’s social programs is the most important management tool, on the basis of which management makes decisions both on the preparation of new social programs in implemented areas (subject to successful implementation) and on identifying new priorities for social programs (in case of ineffective implementation) .

Financial instruments for measuring the performance of traditional investments are well known. Economic impact is defined as the return on invested capital and can be measured using a variety of tools, including the ratio return on investment,

Table 1

s investments, %

Areas of social investment 2004 2007 2008

Personnel development 52.3 48.7 43.6

Resource saving 17.0 19 14.1

Local community development 10.1 14.1 8.8

Health care 12.6 10.2 14.5

Fair business practices 3.7 4.0 4.3

debt to share capital(ratio of debt to equity), the ratio of stock price to income or other quantitative indicators. In the case of social investments, it makes sense to separate their economic, social and socio-economic consequences, to evaluate the effectiveness of social investments using a set of indicators specific to each of the effects produced.

The social and socio-economic effect of social programs is expressed in improving the quality of life of citizens and society as a whole. As indicators for assessing the social effect, indicators such as reducing morbidity, increasing the educational level, reducing the number and composition of risk groups, expanding the scope of activities of persons with disabilities, improving the quality of the natural environment, and others can be used. As indicators for assessing the socio-economic effect, indicators such as the number of new jobs, the number of newly created small and medium-sized enterprises, the financial stability of enterprises, the growth of tax revenues to local budgets, the reduction of population outflow from the territories, the diversification of the local economy and other indicators are used.

When assessing the socio-economic impact of corporate programs, attempts are also made to combine social indicators with the financial performance of companies. Developed and implemented for social enterprises SROI method, social investment return ratio. Methods are also used to assess the socio-economic effect of programs based on corresponding reductions in costs from the state budget.

In general, the effectiveness of an organization’s social programs can be assessed based on three aspects:

1. Based on a combination of quantitative and qualitative indicators.

Indicators of the effectiveness of social programs within the framework of the “Personnel Development” direction are: the number of managers and specialists who have undergone retraining; the amount of funds allocated by the organization for training and retraining of personnel; average level wages personnel; number of workers trained; the amount of funds allocated by the organization for the provision of co-

social package and bonus payments to staff; number of training hours per employee;

Direction “Health Protection and safe conditions Labor" is assessed according to the following indicators: the number of employees who received vouchers to rest homes, sanatoriums, dispensaries, etc. at the expense of the organization; the amount of funds allocated by the organization for medical care of employees at the enterprise; the amount of funds allocated by the organization for occupational health and safety; the amount of funds allocated by the organization to maintain sanitary, hygienic and ergonomic working conditions; the amount of funds allocated by the organization to support motherhood and childhood;

The assessment of the “Environmental activities and resource conservation” direction includes: the number of landscaping campaigns, community cleanups and other similar events held; the amount of funds allocated by the organization for the organization of environmentally friendly production process; the amount of funds allocated by the organization for the construction treatment facilities;

The “Local Community Development” direction is assessed by taking into account the amount of funds allocated for: participation in charity events, conducting programs and events to support socially vulnerable segments of the population, sponsoring local cultural, educational and sports facilities and events, supporting childhood and youth, supporting housing and communal services and objects of cultural and historical significance, supporting socially significant research and campaigns;

Indicators of the effectiveness of the “Good Business Practices” area can be: the amount of funds allocated by the organization for the publication of information about the organization for business partners, clients and other parties interested in the organization’s activities (corporate website, information brochures, etc.); to conduct cooperation programs with authorities government controlled, consumer associations, small businesses, professional associations and others public organizations; for training suppliers, business partners and other parties interested in the organization’s activities.

The sequence of indicators reflects their importance in terms of providing information about social programs. The more

the most significant indicators of each direction have quantitative significance, the more effective this social program is from the point of view of the parties interested in it and the existing features economic development society at the present stage;

2. By the ratio of costs, benefits and long-term impact of the results of social programs. Financial, time, material resources and volunteer labor and donations of the organization's employees are the main costs of the organization for social programs. The results obtained during the implementation of social programs include:

Additional resources attracted (for example, budget funds, private donations, resources of program implementation partners);

Specific positive results in solving current social problems;

Benefits received for business development (all those specific benefits that we talked about in the first chapter of the study).

The long-term impact of the results of social programs is manifested in positive changes in public opinion and situation, as well as contribution to the strengthening and development of the business as a whole. In addition, long-term impact requires careful analysis of all investments made in the program, as well as the direct and indirect results identified for a number of years after its completion;

3. If possible, apply methods to achieve the efficiency of the organization as a result of the implementation of corporate social programs. In this aspect, it is possible to assess how the results and long-term impact of the organization’s social program influence the achievement of the efficiency of the organization itself through indicators of its core activities: financial indicators, reduction operating expenses and development of personnel policy and corporate culture.

Several factors can be identified that influence the improvement of an organization’s financial performance, which are directly related to the company’s social programs. An assessment of these factors in comparison with the volume and content of social programs shows the level of relationship between the quality of social programs and improved financial performance. These factors include:

increasing trust in the organization from partners and consumers, consumer commitment to the organization’s products, recommending the organization’s goods or services to other consumers, increasing employee productivity due to a decrease in social tension, increasing the value of the organization’s shares, reducing the number of conflict situations with the authorities, the press, and non-profit organizations; competitive advantages when participating in tenders.

Many Russian companies expenditures on social programs are perceived as increased costs and forced expenses. However, mechanisms have already been developed and are being implemented to significantly reduce these costs and, in some cases, bring social programs to self-sufficiency, for example, grant programs.

International practice shows that social programs in the implementation of which employees of the organization are involved can become an important additional tool of personnel policy, with the help of which management can positively influence each employee, developing and securing him in the organization.

Unlike investments in production or marketing, which directly affect business processes, social investments require more complex and indirect mechanisms for return on investment. However, ultimately, social investments affect basic business processes:

1. In the production of goods and services - the benefits of social investments are determined by the extent to which production costs are reduced, labor productivity is increased, losses from temporary disability of employees are reduced, the supply of qualified specialists is increased, sanctions and fine payments are reduced (due to the impact on environment), it becomes possible to reorganize production, reduce the number of employees, etc. Investments of this kind are programs for training personnel (both existing and future), developing the social environment and social infrastructure, improving quality municipal government in the territories of presence;

2. Promotion and sale of goods and services - the benefits of social investments are determined by how much they influenced the company’s reputation

in the eyes of buyers, expanding market presence, increasing sales volume and brand value;

3. Attracting capital - the benefits of social investments are determined by the extent to which social programs have influenced the company's reputation in the eyes of the investment community and the assessment of the quality of corporate governance.

results independent assessment social programs published in the form of reports can serve as evidence that corporate programs are aimed at social effect, and are not solely of an image nature. These results can also demonstrate the scale of corporate investment, often comparable to social spending from the public budget.

Social investments expand long-term business prospects and contribute to the formation strategic partnership with the non-profit and public sectors and increased confidence in business.

Bibliography

1. Analytical report on the results of the sociological study “The state of the business climate in Russia” [Electron. resource]. - Access mode: http://wciom.ru/184/ (access date 07/06/2011).

2. Report on social investments in Russia -2008. Integration of CSR into corporate strategy / ed. Yu. E. Blagova, S. E. Litovchenko, E. A. Ivanova - M.: Association of Managers, 2008. - 92 p.

3. Nenashev N. How to evaluate the effectiveness of social corporate programs // Personnel Manager. Personnel management. - 2008. - No. 10. - P. 7-9.

ESTIMATION OF EFFICIENCY OF SOCIAL PROGRAMS: MAIN METHODS AND DIRECTIONS

In this article the author made the analyze of social research about the relationship of entrepreneurship to social responsibility and structure analyze of social investments of Russian companies. Author made a review of methods of estimation of social programs" efficiency and indicators of estimation financial and social effect of internal and external programs of company. There was an analyze of influence of social investments to the main organization business process.

Keywords: Corporate Social Responsibility, social investments, social programs, estimation of efficiency of social programs

Babaev D. B., Borisov V. V.

EVOLUTION OF MONEY FROM FULLY TO ELECTRONIC AND POSSIBILITIES OF ASSESSING MODERN TRENDS IN THE INTEGRATION OF FINANCIAL AND INFOCOMMUNICATION MARKETS (PROBLEM STATEMENT)

The article describes from different angles the evolution of money from full-fledged to electronic and the accompanying processes within the framework of the integration of the financial and infocommunication markets. Keywords: money, electronic money, financial market, infocommunication market.

Currently, a number of interesting processes are taking place in the modern economy (both at the micro and macro levels), which are directly or indirectly related to the use (and, of course, development) electronic money and instruments similar to electronic money in a number of properties or related to them. Description and

the study of these processes is possible, on the one hand, through identifying the essence, role, functions and other properties of the corresponding instruments; on the other hand, it is possible to identify micro- and macro-dependencies that led to the formation of electronic money and similar instruments (in this case it is necessary to prove that

© Babaev D. B., Borisov V. V., 2011

Introduction

1. Effects of social program evaluation

1.1 Social effect

1.2 Economic effect

1.3 Financial effect

2. Strategic planning in the development of social programs

3. Performance assessment indicators

Conclusion

Bibliography

INTRODUCTION

In crisis situations, during the period of modernization of society and its transitional states, the role of strategic search efforts to overcome the crisis and ensure a breakthrough in the main directions inevitably increases. This function is performed by social programs and projects that can determine the optimal balance of strategic and tactical tasks and the progression of their movement. A special issue is determining their effectiveness.

Efficiency is a variable of a social process that expresses its assessment in terms of the expected result. If the actual result basically corresponds to the expected one, then we can talk about an effective process; if it corresponds completely, it is optimal; if it corresponds partially, it is ineffective; if it does not correspond, it is an ineffective process.

True effectiveness is a variable of a social process that expresses its assessment in terms of the expected result. If the actual result basically corresponds to the expected one, then we can talk about an effective process; if it corresponds completely, it is optimal; if it corresponds partially, it is ineffective; if it does not correspond, it is an ineffective process.

The passport of target programs includes the following items: name; date of decision to develop a project, program; customer; main program developer; goals and objectives of the program; implementation deadlines; list of main subprograms; implementers of subprograms and main activities; volume and sources of financing; expected final results of the program; system for organizing control over program execution. Taking these parameters into account, it is possible to determine indicators for assessing the effectiveness of social programs.

1. EFFECTS OF EVALUATING SOCIAL PROGRAMS

First, let's look at what the effects of evaluating the results of social programs are.

1.1 Social effect

The social effect can be obtained at several levels:

At the regional level through: development of the third sector and intersectoral cooperation; possibilities for planning the reorientation of the implementation of social services from government agencies to the public sector; maximum participation of all interested organizations, groups and active individuals in decision-making regarding planning and monitoring of social and other services; introduction into practice of new social technologies inherent in modern approaches to the provision of social services; development and application of a mechanism for public control over the distribution of public resources, development of mechanisms that ensure “transparency” of decision-making on the distribution of resources.

At the level of organizations and individuals implementing the program, due to: improving the quality of life due to the possibilities of implementing the program; increasing the number of active citizens and event participants; increasing the social competence of the population by increasing awareness; overcoming social isolation; increasing guarantees of human rights and freedoms.

At the user level, that is, those at whom the program is aimed, due to: psychological support; development of creativity and acquisition of labor skills; employment opportunities, increasing social status and reducing dependence; opportunities for self-realization.

At the service level due to: activation of internal resources; attracting external resources; increasing the competence and professional skills of employees; expanding the list of services; developing partnerships with organizations providing the same services.

The assessment of human capital growth is determined based on individual sources: through educational and other activities; through conducting volunteer events and attracting resources to perform public services

1.2 Economic effect

The economic effect is expressed differently depending on the focus of the program and the amount of allocated funds: for labor rehabilitation; implementation of the program can have a positive impact on the development of small businesses and the private sector; the annual economic effect can be calculated due to the emergence of new organizations and jobs.

The economic effect of implementing a social program can be determined by the following indicators: efficiency of use of funds spent; effectiveness of program implementation;

1.3 Financial effect

The financial effect can be obtained from three components: attracting additional funds during the implementation of the program. The volume of additional funds raised for any activities and for the program as a whole constitutes the financial effect; reducing the cost of services. The financial effect in this case is a reduction in current costs through the use of cost-effective technologies that lead to a reduction in certain costs; preventing high costs in a situation “without support” of the program. In addition to the effects described above, others may be included as a result of the implementation of program activities. To substantiate the results, reports should include photographs, videos, audio recordings, as well as publications, published literature and other materials confirming the obtained indicators.

2. STRATEGIC PLANNING IN THE DEVELOPMENT OF SOCIAL PROGRAMS

Let us briefly consider the effectiveness of social programs during their strategic planning. For strategic planning, the clarity of interpretation of the concepts “social program” and “social problem” is essential.

A social program is the content and plan of activities outlining the main goals and objectives of solving social problems, the nature of the activities, clarification of deadlines and identification of participants in the processes and their role functions.

A social problem is a contradiction that objectively arises in the process of functioning and development of society; a set of issues that require solutions by means of social management.

Social problems are divided into: local, affecting private social aspects of public life (for example, the interests of specific individuals, population groups: the disabled, residential, etc.); social problems arising at the level of social institutions (health care, education, social security, etc.); social problems that require structural transformations of the social system as a whole (social reforms).

Strategic planning in the development of social programs should be considered as a process of choosing goals and technologies for solving social problems. This choice should be focused on long-term results, and made on the basis of an assessment of the structural transformations of the social system, its social institutions, taking into account the interests of the subjects of social policy. The central subjects are the state and the person in whose interests this policy is carried out.

In Russian practice, social programs are divided into the following types: income and prices; employment and social and labor relations; public health protection and healthcare development; social protection of the population and its individual groups (disabled, elderly, former military personnel and members of their families, etc.); education; family, motherhood and childhood; children of Russia, etc.

Strategic planning should be carried out in stages: social forecasting; social design; social planning; long-term targeted social programs. The criteria for standardized indicators of target results can be quantitative indicators (expressed in absolute numbers, %, shares, etc.) and qualitative indicators (subjective-objective indicators of improvement, deterioration, stabilization, etc.).

An indicator of effectiveness is the assessment of the implementation of long-term programs, which will certainly occur in a very distant future for its developers, and in most cases not by them, but by other people. This circumstance, to a certain extent, weakens responsibility, and on the other hand, aggravates it. No matter how attractive the goals of strategic planning are, the planned technologies are good, but their implementation is in the hands of specific people. Therefore, the mechanism for managing long-term programs, including selection, placement, and succession management of personnel participating in programs at different time stages will be of decisive importance. The development of such a mechanism depends on the choice of management goal, its formation and justification. In this case, the goal as the future state of a social object can be considered taking into account its past position, present state, and development trends.

The ultimate goal of strategic planning can be determined to improve the standard of living of the population and its individual groups. The indicators should be the dynamics of the cost of living, the ratio of income and expenses of the population and its individual groups, etc. These indicators relate primarily to economic categories. This assessment has caused dissatisfaction among both scientists and practitioners; it does not properly determine the effectiveness of management and the chosen strategy for social development.

Strategic planning in the development of social programs should involve social progress, social well-being, integration of social interests of various social groups and segments of the population and members of civil society through the systematic management of social processes and their modernization, which are also indicators for assessing the effectiveness of social programs.

3. PERFORMANCE ASSESSMENT INDICATORS

In order to determine the effectiveness of the social program, final analytical and financial reports are provided for the completed activities and other events implemented within the program, showing the following indicators:

Quantitative indicators are determined by:

The number of supported programs in the field of social protection, healthcare, education, youth initiatives, culture, etc.;

The number of concluded contracts (based on financing according to estimates);

The number of events carried out during the implementation of programs (events include: conferences, seminars, trainings, consultations, etc.);

The number of people who took part in the implementation of program activities (number of men and women, labor veterans);

The number of organizations and institutions that received support for initiatives (indicate the name, number of employees and main type of activity);

The number of organizations of all forms of ownership involved in the implementation of supported programs (indicate the organization, manager and type of activity).

Qualitative indicators are determined by:

Profile of newly created public associations, non-profit organizations;

Conditions of the new jobs created (indicate for what professions and how many places, type of payment and work);

The composition of those who took part in various training events;

The nature of the scientific research performed on various program activities (direction of research, quantitative and qualitative results, authors).

Currently, there is no unified system of methods for assessing the effectiveness and quality of the activities of social service institutions or the social service system in a certain territory. All proposed assessments are not comprehensive, covering only one aspect (or some aspects) of the activity of the object under study.

Thus, quantitative indicators of population coverage with social services, accessibility of institutions, and the range of their functions do not give an idea of ​​​​the qualitative side of the object; Subjective assessments by clients of the activities of social services are quite important, but, as management theory has long established, they mainly reflect their emotions (complaining or admiring most often are those who have discovered some deviations for the better or worse, or persons with a special character). Finally, the degree to which the population perceives the need for social services significantly influences the nature of the assessment given by clients. Therefore, although ongoing research into the opinions of clients is a mandatory part of the activities of social services, social management professionals must be well aware of the relative nature of the results obtained using such tools. Among the assessment methods, social expertise should also be mentioned.

Assessing the current state of a social facility involves solving the following problems:

Analysis using selected evaluation criteria of the strengths and weaknesses of activities, characteristics of the management system of a social facility, its material base, determination of the degree to which an institution or body is staffed with professional personnel, expansion prospects, etc. (diagnostic tasks);

Ranking of shortcomings in the institution’s activities: shortcomings that can be eliminated within the system itself, by the employees of this facility; deficiencies that cannot be eliminated by the employees of this facility;

Determining the place of a social object in the social structure of the subordinate territory; modeling its connections with other objects or systems social sphere, involved in the transformation process.

The stage of assessing the current state of a social object in the process of preparing a program for its transformation is one of the key ones. The result of such an assessment and the conclusions formulated on its basis constitute the final baseline position for the entire subsequent design procedure. In this regard, conclusions must be reliable, objective and complete. They are designed to motivate the manager to act, to create in him an idea of ​​the real prospects for the development of a social object, to demonstrate what can be achieved in a specific situation, what problems cannot be solved without involving other resources of the social system.

The economic management subsystem is a set of economic levers with the help of which economic effect is achieved. In contrast to the organizational and administrative subsystem, the economic management subsystem involves the development of general planning and economic indicators and means of achieving them. This is a kind of economic mechanism in economic relations. As a result of increasing the effectiveness of economic levers and incentives, conditions are created under which the workforce and its members are encouraged to work effectively not so much by administrative influence (orders, directives, instructions, etc.), but by economic incentives.

Targeted programs have a great effect in economic management. Solving predominantly economic objectives, targeted programs in connection with this and on the basis of this are decided by many different social programs. Social events any target program are aimed at improving people's living conditions, they are designed to prevent or reduce social tension, and prevent social conflicts.

CONCLUSION

In practice, the assessment of the effectiveness of social programs is carried out in two interrelated areas: assessment of economic efficiency and analysis of the social effectiveness of programs. Economic efficiency is easier to determine, it is tangible; theory and practice have accumulated many methods that allow us to analyze with the necessary completeness the economic efficiency of individual activities or programs as a whole. As for the social effectiveness of programs, so far we can only talk about developing approaches to its determination.

As the experience of developing and implementing programs has shown, the need for them arises when a sufficiently large number of economic and social problems appear that can be solved as a result of the spontaneous interaction of individual producers according to the laws of the market. This is exactly the situation that has developed in Russia today.

BIBLIOGRAPHICAL LIST

1. V.V. Tkachenko Educational and methodological complex in the discipline “Technology for the development of social programs” for students of full-time, part-time and short-term forms of study in specialty 040101 “Social work”. - Blagoveshchensk: Amur State. univ., 2007. - 64 p.

2. Ivanov V.N., Patrushev V.I. Social technologies: Course of lectures. - M.: Publishing house MGSU "Soyuz", 1999. - 432 p.

3. Management of social work: Textbook. aid for students higher textbook institutions / Ed. E.I. Komarov and A.I. Voitenko. - M.: Humanite. ed. VLADOS center, 2001. - 288 p.

4. Social policy: Textbook / Ed. ed. ON THE. Volgina. - M.: Publishing House "Exam", 2003. - 736 p.

5. Technologies of social work: Textbook for general. ed. prof. E.I. Single. - M.: INFRA-M, 2001. - 400 p. - (Series “Higher Education”)

Introduction

1. Effects of social program evaluation

1.1 Social effect

1.2 Economic effect

1.3 Financial effect

2. Strategic planning in the development of social programs

3. Performance assessment indicators

Conclusion

Bibliography

INTRODUCTION

In crisis situations, during the period of modernization of society and its transitional states, the role of strategic search efforts to overcome the crisis and ensure a breakthrough in the main directions inevitably increases. This function is performed by social programs and projects that can determine the optimal balance of strategic and tactical tasks and the progression of their movement. A special issue is determining their effectiveness.

Efficiency is a variable of a social process that expresses its assessment in terms of the expected result. If the actual result basically corresponds to the expected one, then we can talk about an effective process; if it corresponds completely, it is optimal; if it corresponds partially, it is ineffective; if it does not correspond, it is an ineffective process.

True effectiveness is a variable of a social process that expresses its assessment in terms of the expected result. If the actual result basically corresponds to the expected one, then we can talk about an effective process; if it corresponds completely, it is optimal; if it corresponds partially, it is ineffective; if it does not correspond, it is an ineffective process.

The passport of target programs includes the following items: name; date of decision to develop a project, program; customer; main program developer; goals and objectives of the program; implementation deadlines; list of main subprograms; implementers of subprograms and main activities; volume and sources of financing; expected final results of the program; system for organizing control over program execution. Taking these parameters into account, it is possible to determine indicators for assessing the effectiveness of social programs.

1. EFFECTS OF EVALUATING SOCIAL PROGRAMS

First, let's look at what the effects of evaluating the results of social programs are.

1.1 Social effect

The social effect can be obtained at several levels:

At the regional level through: development of the third sector and intersectoral cooperation; possibilities for planning the reorientation of the implementation of social services from government bodies to the public sector; maximum participation of all interested organizations, groups and active individuals in decision-making regarding planning and monitoring of social and other services; introduction into practice of new social technologies inherent in modern approaches to the provision of social services; development and application of a mechanism for public control over the distribution of public resources, development of mechanisms that ensure “transparency” of decision-making on the distribution of resources.

At the level of organizations and individuals implementing the program, due to: improving the quality of life due to the possibilities of implementing the program; increasing the number of active citizens and event participants; increasing the social competence of the population by increasing awareness; overcoming social isolation; increasing guarantees of human rights and freedoms.

At the user level, that is, those at whom the program is aimed, due to: psychological support; development of creativity and acquisition of labor skills; employment opportunities, increasing social status and reducing dependence; opportunities for self-realization.

At the service level due to: activation of internal resources; attracting external resources; increasing the competence and professional skills of employees; expanding the list of services; developing partnerships with organizations providing the same services.

The assessment of human capital growth is determined based on individual sources: through educational and other activities; through conducting volunteer events and attracting resources to perform public services

1.2 Economic effect

The economic effect is expressed differently depending on the focus of the program and the amount of allocated funds: for labor rehabilitation; implementation of the program can have a positive impact on the development of small businesses and the private sector; the annual economic effect can be calculated due to the emergence of new organizations and jobs.

The economic effect of implementing a social program can be determined by the following indicators: efficiency of use of funds spent; effectiveness of program implementation;

1.3 Financial effect

The financial effect can be obtained from three components: attracting additional funds during the implementation of the program. The volume of additional funds raised for any activities and for the program as a whole constitutes the financial effect; reducing the cost of services. The financial effect in this case is a reduction in current costs through the use of cost-effective technologies that lead to a reduction in certain costs; preventing high costs in a situation “without support” of the program. In addition to the effects described above, others may be included as a result of the implementation of program activities. To substantiate the results, reports should include photographs, videos, audio recordings, as well as publications, published literature and other materials confirming the obtained indicators.

2. STRATEGIC PLANNING IN THE DEVELOPMENT OF SOCIAL PROGRAMS

Let us briefly consider the effectiveness of social programs during their strategic planning. For strategic planning, the clarity of interpretation of the concepts “social program” and “social problem” is essential.

A social program is the content and plan of activities outlining the main goals and objectives of solving social problems, the nature of the activities, clarification of deadlines and identification of participants in the processes and their role functions.

A social problem is a contradiction that objectively arises in the process of functioning and development of society; a set of issues that require solutions by means of social management.

Social problems are divided into: local, affecting private social aspects of public life (for example, the interests of specific individuals, population groups: the disabled, residential, etc.); social problems arising at the level of social institutions (health care, education, social security, etc.); social problems that require structural transformations of the social system as a whole (social reforms).

Strategic planning in the development of social programs should be considered as a process of choosing goals and technologies for solving social problems. This choice should be focused on long-term results, and made on the basis of an assessment of the structural transformations of the social system, its social institutions, taking into account the interests of the subjects of social policy. The central subjects are the state and the person in whose interests this policy is carried out.

In Russian practice, social programs are divided into the following types: income and prices; employment and social and labor relations; public health protection and healthcare development; social protection of the population and its individual groups (disabled, elderly, former military personnel and members of their families, etc.); education; family, motherhood and childhood; children of Russia, etc.

Strategic planning should be carried out in stages: social forecasting; social design; social planning; long-term targeted social programs. The criteria for standardized indicators of target results can be quantitative indicators (expressed in absolute numbers, %, shares, etc.) and qualitative indicators (subjective-objective indicators of improvement, deterioration, stabilization, etc.).

An indicator of effectiveness is the assessment of the implementation of long-term programs, which will certainly occur in a very distant future for its developers, and in most cases not by them, but by other people. This circumstance, to a certain extent, weakens responsibility, and on the other hand, aggravates it. No matter how attractive the goals of strategic planning are, the planned technologies are good, but their implementation is in the hands of specific people. Therefore, the mechanism for managing long-term programs, including selection, placement, and succession management of personnel participating in programs at different time stages will be of decisive importance. The development of such a mechanism depends on the choice of management goal, its formation and justification. In this case, the goal as the future state of a social object can be considered taking into account its past position, present state, and development trends.

The ultimate goal of strategic planning can be determined to improve the standard of living of the population and its individual groups. The indicators should be the dynamics of the cost of living, the ratio of income and expenses of the population and its individual groups, etc. These indicators relate primarily to economic categories. This assessment has caused dissatisfaction among both scientists and practitioners; it does not properly determine the effectiveness of management and the chosen strategy for social development.

Strategic planning in the development of social programs should involve social progress, social well-being, integration of social interests of various social groups and segments of the population and members of civil society through the systematic management of social processes and their modernization, which are also indicators for assessing the effectiveness of social programs.

3. PERFORMANCE ASSESSMENT INDICATORS

In order to determine the effectiveness of the social program, final analytical and financial reports are provided for the completed activities and other events implemented within the program, showing the following indicators:

Quantitative indicators are determined by:

The number of supported programs in the field of social protection, healthcare, education, youth initiatives, culture, etc.;

The number of concluded contracts (based on financing according to estimates);

The number of events carried out during the implementation of programs (events include: conferences, seminars, trainings, consultations, etc.);

The number of people who took part in the implementation of program activities (number of men and women, labor veterans);

The number of organizations and institutions that received support for initiatives (indicate the name, number of employees and main type of activity);

The number of organizations of all forms of ownership involved in the implementation of supported programs (indicate the organization, manager and type of activity).

Qualitative indicators are determined by:

Profile of newly created public associations, non-profit organizations;

Conditions of the new jobs created (indicate for what professions and how many places, type of payment and work);

The composition of those who took part in various training events;

The nature of the scientific research performed on various program activities (direction of research, quantitative and qualitative results, authors).

Currently, there is no unified system of methods for assessing the effectiveness and quality of the activities of social service institutions or the social service system in a certain territory. All proposed assessments are not comprehensive, covering only one aspect (or some aspects) of the activity of the object under study.

Thus, quantitative indicators of population coverage with social services, accessibility of institutions, and the range of their functions do not give an idea of ​​​​the qualitative side of the object; Subjective assessments by clients of the activities of social services are quite important, but, as management theory has long established, they mainly reflect their emotions (complaining or admiring most often are those who have discovered some deviations for the better or worse, or persons with a special character). Finally, the degree to which the population perceives the need for social services significantly influences the nature of the assessment given by clients. Therefore, although ongoing research into the opinions of clients is a mandatory part of the activities of social services, social management professionals must be well aware of the relative nature of the results obtained using such tools. Among the assessment methods, social expertise should also be mentioned.

Assessing the current state of a social facility involves solving the following problems:

Analysis using selected evaluation criteria of the strengths and weaknesses of activities, characteristics of the management system of a social facility, its material base, determination of the degree to which an institution or body is staffed with professional personnel, expansion prospects, etc. (diagnostic tasks);

Ranking of shortcomings in the institution’s activities: shortcomings that can be eliminated within the system itself, by the employees of this facility; deficiencies that cannot be eliminated by the employees of this facility;

Determining the place of a social object in the social structure of the subordinate territory; modeling its connections with other objects or systems of the social sphere involved in the transformation process.

The stage of assessing the current state of a social object in the process of preparing a program for its transformation is one of the key ones. The result of such an assessment and the conclusions formulated on its basis constitute the final baseline position for the entire subsequent design procedure. In this regard, conclusions must be reliable, objective and complete. They are designed to motivate the manager to act, to create in him an idea of ​​the real prospects for the development of a social object, to demonstrate what can be achieved in a specific situation, what problems cannot be solved without involving other resources of the social system.

The economic management subsystem is a set of economic levers with the help of which economic effect is achieved. In contrast to the organizational and administrative subsystem, the economic management subsystem involves the development of general planning and economic indicators and means of achieving them. This is a kind of economic mechanism in economic relations. As a result of increasing the effectiveness of economic levers and incentives, conditions are created under which the workforce and its members are encouraged to work effectively not so much by administrative influence (orders, directives, instructions, etc.), but by economic incentives.

Targeted programs have a great effect in economic management. Solving primarily economic problems, targeted programs in connection with this and on the basis of this solve many different social programs. Social activities of any target program are aimed at improving people's living conditions; they are designed to prevent or reduce social tension and prevent social conflicts.

CONCLUSION

In practice, the assessment of the effectiveness of social programs is carried out in two interrelated areas: assessment of economic efficiency and analysis of the social effectiveness of programs. Economic efficiency is easier to determine, it is tangible; theory and practice have accumulated many methods that allow us to analyze with the necessary completeness the economic efficiency of individual activities or programs as a whole. As for the social effectiveness of programs, so far we can only talk about developing approaches to its determination.

As the experience of developing and implementing programs has shown, the need for them arises when a sufficiently large number of economic and social problems appear that can be solved as a result of the spontaneous interaction of individual producers according to the laws of the market. This is exactly the situation that has developed in Russia today.

BIBLIOGRAPHICAL LIST

1. V.V. Tkachenko Educational and methodological complex in the discipline “Technology for the development of social programs” for students of full-time, part-time and short-term forms of study in specialty 040101 “Social work”. – Blagoveshchensk: Amur State. univ., 2007. - 64 p.

2. Ivanov V.N., Patrushev V.I. Social technologies: Course of lectures. - M.: Publishing house MGSU "Soyuz", 1999. - 432 p.

3. Management of social work: Textbook. aid for students higher textbook institutions / Ed. E.I. Komarov and A.I. Voitenko. -Abstract >> Economics

Folk crafts; Table 2 Main expected indicators assessments efficiency implementation programs by the end of 2010 (in general... small businesses in Blagoveshchensk increase social responsibility of small businesses, promotion of entrepreneurial...

Introduction

1. Effects of social program evaluation

1.1 Social effect

1.2 Economic effect

1.3 Financial effect

2. Strategic planning in the development of social programs

3. Performance assessment indicators

Conclusion

Bibliography

INTRODUCTION

In crisis situations, during the period of modernization of society and its transitional states, the role of strategic search efforts to overcome the crisis and ensure a breakthrough in the main directions inevitably increases. This function is performed by social programs and projects that can determine the optimal balance of strategic and tactical tasks and the progression of their movement. A special issue is determining their effectiveness.

Efficiency is a variable of a social process that expresses its assessment in terms of the expected result. If the actual result basically corresponds to the expected one, then we can talk about an effective process; if it corresponds completely, it is optimal; if it corresponds partially, it is ineffective; if it does not correspond, it is an ineffective process.

True effectiveness is a variable of a social process that expresses its assessment in terms of the expected result. If the actual result basically corresponds to the expected one, then we can talk about an effective process; if it corresponds completely, it is optimal; if it corresponds partially, it is ineffective; if it does not correspond, it is an ineffective process.

The passport of target programs includes the following items: name; date of decision to develop a project, program; customer; main program developer; goals and objectives of the program; implementation deadlines; list of main subprograms; implementers of subprograms and main activities; volume and sources of financing; expected final results of the program; system for organizing control over program execution. Taking these parameters into account, it is possible to determine indicators for assessing the effectiveness of social programs.

1. EFFECTS OF EVALUATING SOCIAL PROGRAMS

First, let's look at what the effects of evaluating the results of social programs are.

1.1 Social effect

The social effect can be obtained at several levels:

At the regional level through: development of the third sector and intersectoral cooperation; possibilities for planning the reorientation of the implementation of social services from government bodies to the public sector; maximum participation of all interested organizations, groups and active individuals in decision-making regarding planning and monitoring of social and other services; introduction into practice of new social technologies inherent in modern approaches to the provision of social services; development and application of a mechanism for public control over the distribution of public resources, development of mechanisms that ensure “transparency” of decision-making on the distribution of resources.

At the level of organizations and individuals implementing the program, due to: improving the quality of life due to the possibilities of implementing the program; increasing the number of active citizens and event participants; increasing the social competence of the population by increasing awareness; overcoming social isolation; increasing guarantees of human rights and freedoms.

At the user level, that is, those at whom the program is aimed, due to: psychological support; development of creativity and acquisition of labor skills; employment opportunities, increasing social status and reducing dependence; opportunities for self-realization.

At the service level due to: activation of internal resources; attracting external resources; increasing the competence and professional skills of employees; expanding the list of services; developing partnerships with organizations providing the same services.

The assessment of human capital growth is determined based on individual sources: through educational and other activities; through conducting volunteer events and attracting resources to perform public services

1.2 Economic effect

The economic effect is expressed differently depending on the focus of the program and the amount of allocated funds: for labor rehabilitation; implementation of the program can have a positive impact on the development of small businesses and the private sector; the annual economic effect can be calculated due to the emergence of new organizations and jobs.

The economic effect of implementing a social program can be determined by the following indicators: efficiency of use of funds spent; effectiveness of program implementation;

1.3 Financial effect

The financial effect can be obtained from three components: attracting additional funds during the implementation of the program. The volume of additional funds raised for any activities and for the program as a whole constitutes the financial effect; reducing the cost of services. The financial effect in this case is a reduction in current costs through the use of cost-effective technologies that lead to a reduction in certain costs; preventing high costs in a situation “without support” of the program. In addition to the effects described above, others may be included as a result of the implementation of program activities. To substantiate the results, reports should include photographs, videos, audio recordings, as well as publications, published literature and other materials confirming the obtained indicators.

2. STRATEGIC PLANNING IN THE DEVELOPMENT OF SOCIAL PROGRAMS

Let us briefly consider the effectiveness of social programs during their strategic planning. For strategic planning, the clarity of interpretation of the concepts “social program” and “social problem” is essential.

A social program is the content and plan of activities outlining the main goals and objectives of solving social problems, the nature of the activities, clarification of deadlines and identification of participants in the processes and their role functions.

A social problem is a contradiction that objectively arises in the process of functioning and development of society; a set of issues that require solutions by means of social management.

Social problems are divided into: local, affecting private social aspects of public life (for example, the interests of specific individuals, population groups: the disabled, residential, etc.); social problems arising at the level of social institutions (health care, education, social security, etc.); social problems that require structural transformations of the social system as a whole (social reforms).

Strategic planning in the development of social programs should be considered as a process of choosing goals and technologies for solving social problems. This choice should be focused on long-term results, and made on the basis of an assessment of the structural transformations of the social system, its social institutions, taking into account the interests of the subjects of social policy. The central subjects are the state and the person in whose interests this policy is carried out.

In Russian practice, social programs are divided into the following types: income and prices; employment and social and labor relations; public health protection and healthcare development; social protection of the population and its individual groups (disabled, elderly, former military personnel and members of their families, etc.); education; family, motherhood and childhood; children of Russia, etc.

Strategic planning should be carried out in stages: social forecasting; social design; social planning; long-term targeted social programs. The criteria for standardized indicators of target results can be quantitative indicators (expressed in absolute numbers, %, shares, etc.) and qualitative indicators (subjective-objective indicators of improvement, deterioration, stabilization, etc.).

An indicator of effectiveness is the assessment of the implementation of long-term programs, which will certainly occur in a very distant future for its developers, and in most cases not by them, but by other people. This circumstance, to a certain extent, weakens responsibility, and on the other hand, aggravates it. No matter how attractive the goals of strategic planning are, the planned technologies are good, but their implementation is in the hands of specific people. Therefore, the mechanism for managing long-term programs, including selection, placement, and succession management of personnel participating in programs at different time stages will be of decisive importance. The development of such a mechanism depends on the choice of management goal, its formation and justification. In this case, the goal as the future state of a social object can be considered taking into account its past position, present state, and development trends.

The ultimate goal of strategic planning can be determined to improve the standard of living of the population and its individual groups. The indicators should be the dynamics of the cost of living, the ratio of income and expenses of the population and its individual groups, etc. These indicators relate primarily to economic categories. This assessment has caused dissatisfaction among both scientists and practitioners; it does not properly determine the effectiveness of management and the chosen strategy for social development.

Strategic planning in the development of social programs should involve social progress, social well-being, integration of social interests of various social groups and segments of the population and members of civil society through the systematic management of social processes and their modernization, which are also indicators for assessing the effectiveness of social programs.

3. PERFORMANCE ASSESSMENT INDICATORS

In order to determine the effectiveness of the social program, final analytical and financial reports are provided for the completed activities and other events implemented within the program, showing the following indicators:

Quantitative indicators are determined by:

The number of supported programs in the field of social protection, healthcare, education, youth initiatives, culture, etc.;

The number of concluded contracts (based on financing according to estimates);

The number of events carried out during the implementation of programs (events include: conferences, seminars, trainings, consultations, etc.);

The number of people who took part in the implementation of program activities (number of men and women, labor veterans);

The number of organizations and institutions that received support for initiatives (indicate the name, number of employees and main type of activity);

The number of organizations of all forms of ownership involved in the implementation of supported programs (indicate the organization, manager and type of activity).

Qualitative indicators are determined by:

Profile of newly created public associations, non-profit organizations;

Conditions of the new jobs created (indicate for what professions and how many places, type of payment and work);

The composition of those who took part in various training events;

The nature of the scientific research performed on various program activities (direction of research, quantitative and qualitative results, authors).

Currently, there is no unified system of methods for assessing the effectiveness and quality of the activities of social service institutions or the social service system in a certain territory. All proposed assessments are not comprehensive, covering only one aspect (or some aspects) of the activity of the object under study.

Thus, quantitative indicators of population coverage with social services, accessibility of institutions, and the range of their functions do not give an idea of ​​​​the qualitative side of the object; Subjective assessments by clients of the activities of social services are quite important, but, as management theory has long established, they mainly reflect their emotions (complaining or admiring most often are those who have discovered some deviations for the better or worse, or persons with a special character). Finally, the degree to which the population perceives the need for social services significantly influences the nature of the assessment given by clients. Therefore, although ongoing research into the opinions of clients is a mandatory part of the activities of social services, social management professionals must be well aware of the relative nature of the results obtained using such tools. Among the assessment methods, social expertise should also be mentioned.

Assessing the current state of a social facility involves solving the following problems:

Analysis using selected evaluation criteria of the strengths and weaknesses of activities, characteristics of the management system of a social facility, its material base, determination of the degree to which an institution or body is staffed with professional personnel, expansion prospects, etc. (diagnostic tasks);

Ranking of shortcomings in the institution’s activities: shortcomings that can be eliminated within the system itself, by the employees of this facility; deficiencies that cannot be eliminated by the employees of this facility;

Determining the place of a social object in the social structure of the subordinate territory; modeling its connections with other objects or systems of the social sphere involved in the transformation process.

The stage of assessing the current state of a social object in the process of preparing a program for its transformation is one of the key ones. The result of such an assessment and the conclusions formulated on its basis constitute the final baseline position for the entire subsequent design procedure. In this regard, conclusions must be reliable, objective and complete. They are designed to motivate the manager to act, to create in him an idea of ​​the real prospects for the development of a social object, to demonstrate what can be achieved in a specific situation, what problems cannot be solved without involving other resources of the social system.

The economic management subsystem is a set of economic levers with the help of which economic effect is achieved. In contrast to the organizational and administrative subsystem, the economic management subsystem involves the development of general planning and economic indicators and means of achieving them. This is a kind of economic mechanism in economic relations. As a result of increasing the effectiveness of economic levers and incentives, conditions are created under which the workforce and its members are encouraged to work effectively not so much by administrative influence (orders, directives, instructions, etc.), but by economic incentives.

Targeted programs have a great effect in economic management. Solving primarily economic problems, targeted programs in connection with this and on the basis of this solve many different social programs. Social activities of any target program are aimed at improving people's living conditions; they are designed to prevent or reduce social tension and prevent social conflicts.

CONCLUSION

In practice, the assessment of the effectiveness of social programs is carried out in two interrelated areas: assessment of economic efficiency and analysis of the social effectiveness of programs. Economic efficiency is easier to determine, it is tangible; theory and practice have accumulated many methods that allow us to analyze with the necessary completeness the economic efficiency of individual activities or programs as a whole. As for the social effectiveness of programs, so far we can only talk about developing approaches to its determination.

As the experience of developing and implementing programs has shown, the need for them arises when a sufficiently large number of economic and social problems appear that can be solved as a result of the spontaneous interaction of individual producers according to the laws of the market. This is exactly the situation that has developed in Russia today.

BIBLIOGRAPHICAL LIST

1. V.V. Tkachenko Educational and methodological complex in the discipline “Technology for the development of social programs” for students of full-time, part-time and short-term forms of study in specialty 040101 “Social work”. – Blagoveshchensk: Amur State. univ., 2007. - 64 p.

2. Ivanov V.N., Patrushev V.I. Social technologies: Course of lectures. - M.: Publishing house MGSU "Soyuz", 1999. - 432 p.

3. Management of social work: Textbook. aid for students higher textbook institutions / Ed. E.I. Komarov and A.I. Voitenko. - M.: Humanite. ed. VLADOS center, 2001. - 288 p.

4. Social policy: Textbook / Ed. ed. ON THE. Volgina. - M.: Publishing house "Exam", 2003. - 736 p.

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