Indicators for assessing the effectiveness of social programs - abstract. Indicators for assessing the effectiveness of social programs Criteria for assessing the effectiveness of the implementation of social programs

The development of human capital at the present stage of development of society is an extremely urgent task, which in one way or another should be reflected in the results of the activities of public authorities. The article analyzes the problems of increasing the efficiency of the implementation of social development programs at the regional level in the context of human capital development. The features of the evaluation of programs in the methodological aspect and on specific examples of programs in the field of culture are given. The problems and possibilities of using expert methods for evaluating the effectiveness of programs for the development of culture and art are discussed. It is concluded that the importance of expert assessment for the sphere of culture, which is a rather complex socio-economic system, is increasing. The requirements for the creation of public expert councils for the assessment of social programs in the region are given.

expert review

social sphere

programs

human capital

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The problem of human capital development is becoming very relevant today in the light of the ongoing reforms, the achieved results of the economy and management in our country. On the one hand, many tasks remain to be solved, starting with the problem statement and determining the methodology for calculating the planned indicators, ending with the search for funds to finance individual programs. On the other hand, our science and the authorities have already achieved a lot in terms of the formation and implementation of programs of socio-economic development. Certain regions are an example for achieving high levels of human development, the experience of which is disseminated both in the media and in the scientific community.

Among the tasks that have yet to be solved to solve the problem of human development is the methodology for assessing the effectiveness of social programs. How to make the programs become a tool for investment in the human capital of the regions? How to improve the efficiency of spending budget funds, and how to evaluate it in general? They often try to look for answers to these questions in domestic and foreign science. Let's dwell on cultural programs, which, perhaps, most often cause controversy about performance indicators.

First of all, it should be noted that the assessment of the effectiveness of programs should have a unified methodology that is simple, specific and effective. Also, on its basis, methods should be developed that take into account the characteristics of various social spheres - education, culture, social protection, health care. Today, such methods are being developed by sectoral ministries, but regional authorities also make their own adjustments in the choice of performance indicators.

At present, all state programs, including those related to the social sphere, must be developed in accordance with the Procedure for the Development, Implementation and Evaluation of the Effectiveness of State Programs of the Russian Federation. In particular, this document assumes that programs should contain a list of target indicators and indicators of the state program with a breakdown of planned values by years of its implementation, as well as information on the relationship of measures and the results of their implementation with generalized target indicators of the state program; substantiation of the composition and values of the corresponding target indicators and indicators of the state program by stages of its implementation and assessment of the influence of external factors and conditions on their achievement; a description of measures of state regulation and risk management in order to minimize their impact on the achievement of the goals of the state program; methodology for assessing the effectiveness of the state program. At the same time, the document does not contain the very methodology for assessing the effectiveness of programs, only a requirement for its development is given. It turns out a kind of "methodology for the development of a methodology."

Evaluation of the effectiveness of the implementation of the program is carried out, first of all, according to how the target indicators were achieved. Therefore, how these indicators were established, how they meet the requirements of specificity, measurability, and achievability is a key factor in the effectiveness of the implementation of the social program. As a rule, in programs of socio-economic development, two types of indicators are given - economic (assessment of costs, efficiency of budget funds) and social. The latter should show the effectiveness of the program activities, the contribution of the program implementation to social development, the indicators of which cannot be expressed in cost estimates.

Regional social development programs are developed and approved by the regional executive authorities. Many regions in their authorities have already created public councils on various issues of socio-economic development, which are entrusted with the mission, including the discussion of the effectiveness of the adopted programs. For example, in the Ulyanovsk region, public councils have been created in almost all regional ministries; there are also several interdepartmental councils, which include representatives of the region's scientific community, public organizations, specialists and other representatives of the expert community. However, the functions of such councils are limited only to discussing draft programs and making proposals for adjustments. The disadvantage of these tips is the ineffectiveness of work in the selection of experts, which lies in the fact that: experts are selected on an ongoing basis for a year, while additional experts are not involved, all experts take part in the discussion despite different levels of competence in various issues. That is, a formal approach to the creation of such councils can be noted.

Abazieva K.G. in the article "Methodological approaches to assessing the effectiveness of social programs" states (and we can fully agree with this) that the indicators used in state social programs do not allow to fully assess the contribution of specific activities to the achievement of the overall goal of the program, which contradicts the fundamental principle of the project approach - strictly targeted use of funds and orientation of funding for results. On our own behalf, we add that the indicators to a greater extent reflect the economic aspects of efficiency, while social indicators do not differ in quality due to the lack of a methodological basis for their determination.

Let's analyze a specific program in the field of culture in terms of performance indicators.

Decree of the Government of the Ulyanovsk region dated 29.08.2011 No. 42/411-P "On the approval of the regional target program" Culture in the Ulyanovsk region "for 2012-2016 defined a set of measures for one of the priority areas of socio-economic development of the Ulyanovsk region, which" is considered as one of the decisive factors that determine the quality of "human capital", and hence development in any field of activity. " The Program is based on the recognition of the specificity of culture as one of the basic factors in the development of a territory; it provides an idea of culture as a resource of social and economic development in the formation of new thinking of all subjects of cultural activity in a market economy; -cultural programming ".

The program identifies two levels of problems in this area: infrastructural (deterioration of the material base, lack of technology), and ideological (disunity of creative unions and associations, insufficient number of tours, lack of grant support, etc.), which lead to the fact that “a significant part of the population The Ulyanovsk region is limited in the possibilities of access to a high-quality cultural product due to the territorial remoteness of residence from the historical center of the regional city, where most of the cultural institutions are concentrated, "and socio-cultural processes are poorly developed. The objectives of the Program are defined:

Ensuring the constitutional right of citizens to have access to cultural values, the formation of a single cultural space, the creation of conditions for ensuring the access of various social groups of citizens to cultural benefits;

Creation of conditions for the preservation and development of the multinational cultural potential of the Ulyanovsk region;

Modernization of culture in the municipalities of the Ulyanovsk region.

The program sets target indicators showing the fulfillment of the task of modernizing the material and technical base of cultural institutions, as well as the implementation of priority areas of cultural policy in the Ulyanovsk region.

Studying the methodology for collecting initial information and calculating target indicators of the regional target program "Culture in the Ulyanovsk region" for 2012-2016, no formulas or methods of calculation were found as presented, for example, in the federal target program "Culture of Russia 2012 - 2018 years ". Studying the section "Expected effect from the implementation of the Program activities", the following "effects" can be distinguished:

carrying out repair and restoration works of 15 buildings of state cultural institutions and 150 buildings of municipal cultural institutions;
creation of 65 model libraries, 18 model clubs and 14 information and methodological centers;
the purchase of 25 units of specialized vehicles, allowing for non-stationary forms of service to the population of remote settlements of municipalities of the Ulyanovsk region.

In the definition of these "effects" there is a tendency to focus on indicators of the development of material and technical infrastructure and training. Such indicators are usually referred to as key indicators. Yes, undoubtedly this is an important factor in the development of the socio-cultural sphere, but there is a danger of departing from the main goals of cultural policy - this is the development of human potential. This aspect will also hinder the achievement of one of the set goals of the Program "creating conditions for the preservation of multinational cultural potential, the formation of an effective cultural policy on the territory of the Ulyanovsk region." In other words, the sphere of culture is considered only as a sphere of services. Also, the compilers of the Program believe that culture has more "effect" than efficiency, and these are completely different concepts. Consider the activities of the regional target program "Culture in the Ulyanovsk region" for 2012-2016

And we will evaluate their effectiveness using indicators of social efficiency: social usefulness, social necessity and social attractiveness.

holding at a high quality level in 2012 a set of events timed to coincide with the celebration of the 200th anniversary of the birth of I.A. Goncharova;
preparation and holding of the celebration of the 250th anniversary of the birth of N.M. Karamzin;
preparation and holding of the celebration of the 120th anniversary of the birth of A.A. Plastov.

These activities socially necessary, because they emphasize the contribution of these cultural figures to the development of society. But, as a rule, such events socially unattractive for most of the city's population. If speak about social utility events (to what extent it was aimed at increasing the cultural competence of people, how much social tension has significantly decreased, whether it responded to today's acute, hot problems that they are experiencing), then from this point of view it also cannot be highly appreciated. In other words, for all the social necessity, events of this kind are not particularly socially attractive and useful. Also, the data clearly show that the beginning of the implementation of the Program has not yet been marked by success. In almost all indicators, the deviation of the indicators from the plan is 100%.

Also, as a disadvantage of the program, one can note the concentration of most of the resources in the city of Ulyanovsk, an already sufficiently developed municipal entity in terms of social and cultural development, where there are sufficient financially independent cultural facilities. The program lacks strategic directions of rural settlements, there are no preliminary scientific studies of the state of demand and supply of services in the field of culture. In other words, the program is not a strategic document for the implementation of the cultural policy of regional and local authorities of the region, but, in essence, is an accompanying regulatory document for the allocation of budgetary funds for cultural events of a one-time nature.

To ensure a more complete and high-quality assessment of programs, it is advisable to form a list of indicators, taking into account the specifics of activities and expected results (final effectiveness).

An expert assessment of the effectiveness of social programs will allow obtaining the values of indicators of a higher level. Such a system will make it possible to evaluate individual aspects of the implementation of programs separately and at the same time evaluate the effectiveness of its implementation as a whole by summarizing the indicators and transferring them to a higher level of evaluation. Such a system for constructing indicators of the effectiveness of the implementation of programs, consisting in assessing the results of the implementation of program activities from private to general, will take into account all aspects of the implementation of activities and fully reflect their impact on the effectiveness of implementation.

In general, assessing the effectiveness of social and especially cultural programs and projects is a significant challenge. Many of the government bodies simply do not feel the need to achieve the effectiveness of cultural programs. At the same time, many today have learned to successfully manipulate data on virtual and physical attendance, which is quite suitable for those to whom they report.

Moreover, their workers often believe that the culture is more effective than effective. This can happen either due to the fact that government bodies have a monopoly in this area and are not interested in increasing efficiency, or because of a lack of understanding of the importance of modern approaches to the field of culture. Unlike the management of any administrative structure, the peculiarity of managing a program, a project is that an order, strict control are not effective mechanisms for their implementation. Management should be based on principles related to positive interaction with the environment, with the creation of flexible structures, with mechanisms for the implementation of a set of balanced actions by stakeholders, which are adjusted as necessary to fulfill the main objectives of the program. For the effectiveness of the policy in the field of culture, it is necessary to study the composition, needs of the population, effective methods of communication, and conduct mass media campaigns.

But to implement all this, there are no technologies for enhancing social participation, as well as training specialists. For this, it is necessary that experts are selected at the levels of the state and civil society who are able and willing to take on these tasks.

All this emphasizes the urgency of creating such a mechanism in the field of culture as an independent system of expert evaluation of the effectiveness of programs in the field of culture. The effectiveness of the implementation of programs must be confirmed by the society, and for the most optimal result during the implementation of the program, the work of an expert council as a competent part of society is required. Therefore, the creation of an expert council for evaluating the effectiveness of programs in the field of culture in the light of existing problems is a very urgent solution.

The tasks of expert evaluation of programs are:

Evaluation of the effectiveness of programs in terms of social effectiveness: social necessity, social utility, social attractiveness;
Ensuring the availability of cultural services for all categories and groups of the population;
Ensuring the effectiveness of process management in the field of culture.
Ensuring an increase in the level of methodological and informational provision of the cultural sphere through the introduction of innovative models and techniques, modern technical and technological means.
Solving a social - a significant problem in the development of the creative potential of the population.

An independent system of expert evaluation of the effectiveness of cultural programs can be organized as follows:

Creation of a bank of experts in the field of culture, from which evaluators will be selected who are directly competent in certain issues;

Creation of an expert body, the task of which will be to assess the effectiveness of implemented programs in the field of culture in order to organize the implementation of a policy in the field of culture, consistent with socially significant interests for maximum social efficiency.

In practice, the two approaches can be combined as different stages of an assessment.

The Expert Council for Evaluating the Effectiveness of Cultural Programs will be an expert body that brings together cultural figures, youth and stakeholders. The activities of the expert council will be carried out on the basis of interaction of the regional authority in the field of culture and art with representatives of cultural and art institutions, public organizations, and creative unions. The functioning of the expert council will be based on the solution of the following tasks:

Conducting socio-cultural monitoring to identify the effectiveness of the activities of the programs being implemented;
Evaluation of the effectiveness of programs in terms of social effectiveness: social necessity, social utility, social attractiveness;
Ensuring a dialogue between society and government in terms of developing and evaluating the effectiveness of programs in the field of culture;
Consideration and assessment of public initiatives in the field of culture;
Implementation of consulting, scientific and expert assistance to the regional authorities in order to increase the effectiveness of activities implemented within the framework of programs in the field of culture, as well as direct participation in the formation of programs in the field of culture.
Analyzing and giving an expert decision on the effectiveness of implemented programs in the field of culture in accordance with the Methodological Recommendations on the conduct of an expert assessment.

As a result of the introduction of expert judgment, the following results can be obtained:

Increasing the availability of cultural services for all categories and groups of the population;
Implementation of an independent, objective internal and external quality assessment in the field of culture;
Implementation of the assessment of the effectiveness of programs in terms of social effectiveness: social necessity, social utility, social attractiveness and, as a consequence, an increase in the efficiency of management of processes in the field of culture.
Increasing the level of methodological and informational provision of the cultural sphere through the introduction of innovative models and techniques, modern technical and technological means.
Solving a social - significant problem in the development of creative potential and increasing the general cultural competence of the population;
Expansion of the infrastructure, contributing to the comprehensive realization of the creative potential of the individual;
Improving the quality of services provided by cultural and leisure institutions;
Integration of efforts of all subjects of the cultural sphere and society in the implementation of the goals and objectives of cultural policy.

Reviewers:

Kuznetsov V.V., Doctor of Economics, Professor, Professor of the Department of Economics and Financial Law, Ulyanovsk branch of the RANEPA, Ulyanovsk;

Lazarev VN, Doctor of Economics, Professor, Head of the Department of Economics and Management, Ulyanovsk State Technical University, Ulyanovsk.

Ministry of Art and Cultural Policy of the Ulyanovsk Region: http://ulmincult.ru/

Bibliographic reference

Anyurova N.N. EVALUATION OF THE EFFICIENCY OF IMPLEMENTATION OF SOCIAL PROGRAMS OF THE REGION FROM THE POSITION OF HUMAN CAPITAL DEVELOPMENT // Modern problems of science and education. - 2015. - No. 1-1 .;
URL: http://science-education.ru/ru/article/view?id=17507 (date of access: 02/01/2020). We bring to your attention the journals published by the "Academy of Natural Sciences"

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 of the future with fundamentally different technological possibilities for further development, relying on the highly efficient use of traditional energy resources and new non-hydrocarbon energy sources and technologies for its production.

At the same time, the innovative development of the Russian energy sector will be ensured by the investment and innovation foundation laid down at the previous stages in the form of new technologies, equipment and principles of functioning of the fuel and energy complex of Russia and related industries.

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

The basic conditions for the development of the energy sector at the third stage will be a significant decrease 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 directions for the development of the energy sector (non-hydrocarbon energy, etc.), as well as in regulating and ensuring a stable institutional environment for the efficient functioning of the energy sector.

Bibliographic list

1. Energy strategy of Russia for the period up to 2020 (approved by the order of the Government of the 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 in detail analyzed.

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

I.V. Naumova

EVALUATION OF THE EFFECTIVENESS OF SOCIAL PROGRAMS: BASIC APPROACHES AND DIRECTIONS

The 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 basic business processes of the organization.

Key words: corporate social responsibility (CSR), social investments, social programs, assessment of the effectiveness of social programs.

Evaluation of the effectiveness of socially significant activities of companies is of increasing interest from managers, who consider evaluation a means of increasing the efficiency of social activities of the company and improving

its performance indicators. The experience accumulated over the past decade allows us to make an unambiguous conclusion that assessing the economic effect of social programs is a real and feasible task.

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 is due to the fact that in a strategic perspective, social investments are always mutually beneficial. The very term "social investment" assumes that these investments pay off, that there is a certain mechanism for obtaining additional benefits.

Prospective surveys revealed that the companies' social investment plans for 2008 were very bright. 74% of respondents planned to increase investments, only 5% planned to reduce costs. However, more than half of the companies plan to increase costs by no more than 17%. The trend of the prevalence of domestic investments over foreign ones continued, which intensified 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 business is about wages and taxes (social problems should be under the jurisdiction of the state) has grown significantly, and the main trends in reducing companies' attention to social programs have persisted.

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 will be reduced (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, close to the standards of leading foreign companies.

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

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;

The absence of a request for the formation of a corporate strategy of social investment from the state and society, therefore companies have to act without clear guidelines;

Internal programs prevail over external ones, that is, business is primarily engaged in the development of its own personnel and is not actively involved in nationwide 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 responsibility to society.

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

Internal and external evaluation of the effectiveness of social programs of the organization is the most important management tool, on the basis of which the management makes decisions about both the preparation of new social programs in the implemented areas (subject to successful implementation), and the definition of new priorities of social programs (in case of their ineffective implementation) ...

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

Table 1

investment,%

Directions of social investments 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 protection 12.6 10.2 14.5

Fair Business Practice 3.7 4.0 4.3

debt to equity ratio (debt to equity ratio), share 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 assess the effectiveness of social investments by 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 a decrease in morbidity, an increase in educational level, a decrease in the number and composition of risk groups, an expansion of the scope of activities of persons with disabilities, an improvement in 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, an increase in tax revenues to local budgets, a decrease in the outflow of population from the territories, 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. The SROI method, the payback ratio of social investments, has been developed and implemented for social enterprises. Methods are also used to assess the socio-economic effect of programs in terms of corresponding cost reductions from the state budget.

In general, the effectiveness of social programs of an organization can be assessed in three aspects:

1. On a set of quantitative and qualitative indicators.

The indicators of the effectiveness of social programs in 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; the average level of staff salaries; the number of workers trained; the amount of funds allocated by the organization for the provision of co-

a special package and bonus payments to staff; the number of training hours per employee;

The direction "Health protection and safe working conditions" 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 and hygienic and ergonomic working conditions; the amount of funds allocated by the organization to support motherhood and childhood;

The assessment of the direction "Environmental activity and resource saving" includes: the number of gardening campaigns, subbotniks and other similar events; the amount of funds allocated by the organization for the organization of an environmentally friendly production process; the amount of funds allocated by the organization for the construction of treatment facilities;

The direction "Development of the local community" is assessed by taking into account the amount of funds allocated for: participation in charitable events, conducting programs and actions to support socially vulnerable groups of the population, sponsoring local cultural, educational and sports facilities and events, supporting children and youth, supporting housing and communal services. farms and objects of cultural and historical significance, support for socially significant research and campaigns;

Performance indicators of the “Fair Business Practice” direction 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 programs of cooperation with government bodies, consumer associations, small businesses, professional associations and other public organizations; to train suppliers, business partners and other parties interested in the organization's activities.

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

the most significant indicators of each direction have a quantitative value, the more effective this social program is from the point of view of the parties concerned and the existing features of the economic development of 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 from employees of the organization are the main costs of the organization for social programs. The results obtained during the implementation of social programs include:

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

Concrete positive results in solving urgent social problems;

Benefits 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 the situation, as well as in the contribution to the strengthening and development of business in general. In addition, the long-term impact requires careful consideration of all investments made in the program, as well as direct and indirect results identified over the years after its completion;

3. Whenever possible, the use of methods to achieve the effectiveness 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 affect the achievement of the effectiveness of the organization itself through the indicators of its main activities: financial performance, reduction in operating costs and the development of personnel policy and corporate culture.

There are several factors influencing the improvement of the financial performance of the organization, which are directly related to the social programs of the company. 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 the improvement in financial performance. These factors include the

increasing trust in the organization on the part of partners and consumers, the commitment of consumers of the organization's products, recommending goods or services of this organization to other consumers, increasing the productivity of employees due to a decrease in social tension, an increase in the value of the organization's shares, a decrease in the number of conflicts with the authorities, the press, non-profit organizations; competitive advantages when participating in tenders.

Many Russian companies perceive the costs of social programs as an increase in costs and forced expenses. However, mechanisms have already been developed and are being implemented that make it possible to significantly reduce these costs and, in some cases, bring social programs to self-sufficiency, for example, grant programs.

Unlike investments in production or marketing, which directly affect business processes, social investments involve more complex and indirect mechanisms of return on investment. Nevertheless, in the end, social investment affects precisely the basic business processes:

1. In the production of goods and services - the benefits of social investments are determined by how much production costs decrease, labor productivity increases, losses from temporary disability of employees decrease, the availability of qualified specialists increases, sanctions and fines (due to environmental impact) decrease, it becomes possible reorganization of production, reduction of the number of employees, etc. Such investments are programs for training personnel (both existing and future), development of the social environment and social infrastructure, improving the quality of municipal management 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 and brand value;

3. Raising capital - the benefits of social investments are determined by how much social programs have influenced the company's reputation in the eyes of the investment community, the assessment of the quality of corporate governance.

The results of independent evaluations of social programs, published in the form of reports, can serve as evidence that corporate programs are aimed at social impact, and not exclusively of image character. These results can also demonstrate the scale of corporate investment, often comparable to the social cost from the government budget.

Social investment enhances long-term business prospects, fosters strategic partnerships with the nonprofit and government sectors, and fosters business confidence.

Bibliographic list

1. Analytical report on the results of sociological research "The state of the business climate in Russia" [Electron. resource]. - Access mode: http://wciom.ru/184/ (date of access 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 // Kadrovik. HR management. - 2008. - No. 10. - S. 7-9.

ESTIMATION OF EFFICIENCY OF SOCIAL PROGRAMS: MAIN METHODS AND DIRECTIONS

In this article author made the analyze of social research about the relationship of entrepreneurships 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 a 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 FULL-VALUE TO ELECTRONIC MONEY AND THE POSSIBILITY OF EVALUATION OF 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. Key words: money, electronic money, financial market, infocommunication market.

Currently, in the modern economy there are a number of interesting processes (both at the micro- and at the macrolevel), which are directly or indirectly related to the use (and, of course, the development) of electronic money and instruments similar to electronic money in a number of properties, or the same associated with 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 macrodependencies that led to the formation of electronic money and similar instruments (in this case, it is required to prove that

The compilation and development of social programs presupposes a mandatory procedure for their assessment to ensure high-quality control and fixation of the results achieved. These results are taken into account and further taken into service in the development of additional blocks and sections (if necessary), in the process of drawing up new programs. Evaluation of results is important when reporting to the appropriate authorities, oversight developers and programmers. Thus, the Committee for Healthcare and Social Support of the city of Murmansk quarterly reports to the Ministry of Healthcare and Social Development of the Russian Federation on the progress of the implementation of social programs according to the agreed indicators.

Monitoring the program at all stages of the cycle is an important condition for the success of the program, and is a kind of accompanying assessment. Kuzmin A. Monitoring and evaluation of social programs. - Access mode: .

The main purpose of monitoring is to provide information for making adequate management decisions during the program. But to answer the question "Why did it happen anyway?" or "Now what?" it is not enough to monitor the situation on a daily basis - in this case, it is advisable to aggregate information and analyze the data more deeply.

This is followed by indicators that characterize the basis for financing a specific social program. So, for example: "The basis of funding (the name of a specific Program is given) is made up of the federal budget (the number of percentages of the total funding is given)."

To draw a conclusion about the effectiveness and efficiency of a social program, it is necessary to assess its impact according to various criteria-indicators: certain indicators are often used as indicators (Table 2):

table 2

An indicative list of criteria-indicators for evaluating social programs

There are indicators of the process of drawing up a social program, the results of its impact, the impact on other areas of impact, carried out in parallel (the results of other social programs), etc. In general, the development of indicators for social programs requires a clear understanding of the objectives of the program and deep knowledge of the problem. As a rule, municipal social programs have a complex nature of problems (they are linked to tasks in the field of disease prevention, health protection of the population of the municipality, etc.), which serves as the basis for a complex structure, both of the program itself and the assessment system.

For example, in the problem of poverty in the development of indicators, three compulsory components can be distinguished: economic, social and environmental. Accordingly, the performance indicators of the social program should also be structured along the above three areas. Before evaluating the program, a number of typical questions should be identified to which it is planned to receive an answer:

what are the actual results of the social program?

the main achievements of the social program?

Are there any prospects for continuing work in this area?

Thus, the information content and a high degree of significance of the assessment results (their relevance in the future) is ensured.

The long-term nature of social programs (5-7 years) leads to the need to provide for some flexibility and, for example, revise some indicators or methods of collecting information in accordance with the changing situation.

In order to provide the regulatory body with the necessary reporting, the Committee on Health and Social Support of the Administration of the Murmansk Region monitors the program according to the relevant indicators (Table 3):

Table 3

Social program evaluation indicators

	Assessment indicator formulation
	Share of national interest in the total project volume.
	The share of objects in satisfactory condition in the total number of objects of federal significance.
	The share of percent presented in the total.


	Percentage share in the total volume.
	Percentage increase (calculated per 1000 people) over the previous year.
	The share of new percentages in the total.
	Percentage increase over the previous year.
	Increase (per 1000 people).

The practice of the committee shows that to ensure control and analysis of the progress of the implementation of the social program, indicators of the effectiveness of the implementation of the program activities are formulated. These estimates may not be used when making decisions if:

1) the user's policy or strategy changes;

2) assessment questions are no longer of interest;

3) there is no loss of clear goal-setting for the user;

4) the data does not find its place;

5) there is a relationship to monitoring and evaluation as a "showcase";

6) there is a real lack of need for improvement.

Thus, the analysis shows that at the moment a kind of general model (template) of the process of evaluating and controlling social programs has been formed.

On the basis of this general model, various private technologies for evaluating programs are being developed - depending on the specific goals and objectives that are being solved at the level of a particular municipality.

To monitor the social program, professional expert appraisers (in the relevant subject areas) can be involved (if the need arises).

Modern assessment (monitoring) technologies include special requirements for expert assessors (Table 4):

Table 4

Requirements for experts when monitoring a social program

A staged approach is applied, dividing the work of an expert into three parts. The three stages in the work of an expert are as follows:

1. Preparatory stage (familiarization with the approved project application, program plan, preparation of issues raised with the specifics of the project, determination of the timing of the assessment, selection of forms and methods, establishing contacts with project executors, familiarization with project reporting, technical preparation of materials).

2. Conducting the actual assessment of the social program (or part of it).

3. Preparation of an expert report (appraisal report).

Summing up, it is necessary to state:

1. The features of the assessment of social programs are: a) combination of elements of monitoring, assessment and audit; b) the ability to process the results of the experts' work using software methods.

2. The social program can be assessed if there are predefined indicators and common standards (for example, minimum standards for social services). There cannot be one, "correct" list of indicators for all occasions. What is right and what is not, the program developers decide, involving experts in the relevant subject areas as needed.

The practice of drawing up and implementing social programs indicates the presence of numerous problems faced by both their developers and the monitoring bodies. The "stumbling block" is that it is not enough to define the meaning of indicators in a social program; you need to think over the channels for transmitting this information to decision-makers. Care also needs to be taken to ensure that the information flowing to decision-makers is converted into a readable format.

The complexity also lies in the fact that the system itself for constructing program monitoring is very complex and rather cumbersome. To build a program monitoring system, it is necessary to work in the following areas (Table 5):

Table 5

Components of the monitoring system

	Formulating a process for action to be taken
	Define measurable indicators (indicators) by which it will be possible to track the progress of the program.
	Establish sources of information for monitoring (organizations, departments, individuals or groups of people, documents, etc.).
	Choose methods for collecting information.
	Determine the frequency and schedule of information collection
	Appoint persons responsible for obtaining the necessary information and agree with those who will provide this information
	Determine the technology for processing and analyzing the information received.
	Plan how and to whom the monitoring data will be transferred, as well as who and how will use it.
	Include in the program budget the costs required for monitoring.

I would like to draw special attention to the last (8) point. The operation of any subsystem in a program requires resources. If you do not take into account the costs of monitoring and evaluating the program at the design stage, then it will not be possible to implement them. Unfortunately, this very mistake is often made by the authors of projects and programs: all budget items related to the implementation of the program are calculated in detail, but the costs of monitoring and evaluation are not taken into account. According to international organizations, monitoring and evaluation costs can range from 2-3% to 6-10% of the total program budget. Kuzmin A. Monitoring and evaluation of social programs. - Access mode: . It seems methodologically incorrect to "embed" the monitoring system into the program at the stage of its implementation. It is necessary to develop a monitoring and evaluation system at the stage of creating a program, however, as a rule, developers and compilers do not have enough funds for this.

The foregoing allows us to draw the following conclusions:

1. Problems in the assessment of social programs are associated primarily with the fact that the standards for this assessment have not been developed anywhere in the world in detail and in full, including in Russia.

2. In the Russian Federation, strict regulation of activities, the principle of allocating public funds according to articles of economic classification reduces control over budget execution to control over targeted (by type of expenditure) use of budget funds and makes their spending ineffective.

3. The complexity of evaluating social programs is due to a large extent to the fact that the existing budgetary legislation of the Russian Federation is not the responsibility of either the financial authorities or the main administrator of budgetary funds to check the efficiency and effectiveness of state and municipal expenditures.

4. The considered technologies for evaluating social programs can be used incorrectly, because ignoring other factors beyond the scope of monitoring or evaluation can lead to ineffective and ineffective implementation of the program.

"Personnel officer. Personnel management", 2008, N 10

The most important tool for managing the social programs of an organization is the internal and external assessment of the effectiveness of social programs, on the basis of which the organization's management makes a decision either to prepare new social programs in the implemented areas if they are successfully implemented, or to determine new priorities for social programs if they are ineffectively implemented.

We propose to evaluate the effectiveness of social programs of an organization in three aspects:

by a set of quantitative and qualitative indicators;
by the ratio of costs, benefits and long-term impact of the results of social programs;
if possible, the use of methods to achieve the effectiveness of the organization as a result of the implementation of corporate social programs.

Personnel Management Dictionary. Social programs of an organization are a set of activities linked in terms of resources, performers and timing of implementation, providing an effective solution to priority corporate social tasks (internal corporate social program) or external social problems of the territory of residence (external corporate social program).

Assessment - based on a set of quantitative and qualitative indicators

All areas of social programs should be assessed primarily by a combination of quantitative and qualitative indicators (Table 1).

Table 1

Indicators for assessing the effectiveness of social programs of the organization in the main areas

N p / p	Direction social programs organization	Indicators of the effectiveness of social programs within this direction
1.	Staff development	- the number of managers and specialists, retrained; for training and retraining of personnel; - the average level of staff salaries; - the number of workers trained; provision of a social package and bonuses payments to staff; - the number of training hours per one employee
2.	Health and safe conditions labor	- the number of employees who received vouchers in 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 on labor protection and safety measures; - the amount of funds allocated by the organization to maintain sanitary and hygienic and ergonomic working conditions; - the amount of funds allocated by the organization to support motherhood and childhood
3.	Socially responsible restructuring	- the number of retrained employees from those released from the organization; - the amount of funds allocated by the organization for severance pay; - the amount of funds allocated by the organization to retrain the released employees; - the amount of funds allocated by the organization to promote the employment of released employees
4.	Environmental protection activities and resource saving	- the number of landscaping campaigns carried out, subbotniks and other similar events; - the amount of funds allocated by the organization to organize environmentally friendly production process; - the amount of funds allocated by the organization for the construction of treatment facilities
5.	Development of local community	- the amount of funds allocated for participation in charity events; - the amount of funds allocated by the organization for programs and support actions socially unprotected segments of the population; - the amount of funds allocated by the organization to sponsor local cultural, educational and sports facilities and events; - the number of people who received in one way or another form of help from the organization; - the amount of funds allocated by the organization to support childhood and youth; - the amount of funds allocated by the organization to support housing and communal services and objects of cultural and historical significance; - the amount of funds allocated by the organization to support socially significant research and campaigns
6.	Conscientious business practice	- the amount of funds allocated by the organization to publish information about the organization for business partners, clients and others parties (corporate website, information brochures, etc.); - the amount of funds allocated by the organization to carry out programs of cooperation with authorities public administration, associations consumers, professional associations and other public organizations; - the amount of funds allocated by the organization for training for suppliers, business partners and others interested in the activities of the organization parties; - the amount of funds allocated by the organization for small business assistance programs

It should be noted that the sequence of these indicators reflects their significance in terms of providing information on social programs.

It is possible to single out the general economic trends in the development of the above indicators in the Russian Federation, which differ significantly from foreign trends due to the specifics of the development of the market economy and the Russian mentality. Organizations should take into account the following trends not only when assessing, but also when shaping their social programs, since even the largest-scale expenditures on internal and external social programs may turn out to be ineffective due to their irrational distribution within each direction or misconceptions when assessing their economic and social efficiency.

for instance, in the direction of personnel development, at present, the indicator of the number of employees who have undergone retraining comes to the fore, and the indicator of the amount of funds allocated for retraining fades into the background. This situation means that organizations are rejecting the stereotype of evaluating the effectiveness of capital investments only in terms of the amount of funds invested. At the same time, such an indicator as the number of workers who underwent training should be classified as unimportant, since there is an undesirable tendency to hire unskilled personnel. It is also not a primary indicator of the number of training hours per employee, since organizations can receive different returns from different types and programs of training, including their duration. As for the indicator of the average level of wages in an organization, at the present stage it matters when it comes to middle and lower-level personnel, since the level of wages of top management is very individual and depends on a number of objective and subjective factors.

In the area of health protection and safe working conditions, the indicators of the total amount of funds allocated for medical care at the enterprise are less important than, for example, the indicators of the number of employees who received vouchers for treatment in a sanatorium, dispensary at the expense of the organization.

In the area of socially responsible restructuring, the indicators of the number of retrained employees from among those released from the organization, the amount of funds allocated by the organization for severance pay, and the amount of funds allocated by the organization for retraining of released employees are approximately equal in importance.

In the direction of environmental protection and resource conservation, the prevalence of one indicator is characteristic - the number of gardening campaigns, subbotniks and other similar events - over the rest. This confirms the fact that investments in the organization of an environmentally friendly production process, in treatment facilities and other investments have not yet taken a worthy place in the costs of environmental activities of organizations and are assessed by the public and stakeholders as secondary.

The direction of development of the local community is characterized by the allocation of an indicator of the amount of funds for participation in charity events, this type is most developed within this area in Russian organizations, since it is the most valuable from the point of view of local authorities. At the same time, the indicator of the amount of funds allocated to support housing and communal services, which in Russia were previously attached to industrial enterprises, occupies an ambiguous position. On the one hand, organizations recognize the importance of this indicator, and on the other, they accept it as a burden that they have recently successfully shed.

And finally, in the direction of good business practice, the priority indicator is the information transparency of the organization and, therefore, the amount of funds allocated for the publication of information about the organization. But at the same time, it should be noted that Russian organizations still treat the assessment of their information openness rather formally, and the quality and depth of the information presented leave much to be desired. In general, this direction in the Russian Federation is much less popular than, for example, the direction of personnel development, therefore, it is rather poorly developed.

In general, when assessing the effectiveness of the social program in terms of a set of quantitative and qualitative indicators, taking into account the indicated trends, the following can be noted. The more quantitatively the most significant indicators of each direction have, the more effective this social program is from the point of view of the parties concerned and the existing features of the economic development of society at the present stage.

Assessment - by the ratio of costs, benefits and long-term impact of results

In addition to comparing the above indicators, it is advisable to assess the organization's social programs in terms of the ratio of costs, results and long-term impact of social programs on the organization's activities.

Organizational costs for social programs include:

financial resources;
temporary resources;
material resources (equipment, telephones, Internet, etc.);
volunteer work and donations from employees of the organization.

The results obtained during the implementation of social programs include:

additional resources attracted (for example, budget funds, private donations, resources of program partners);
concrete positive results in solving urgent social problems;
business development benefits (all those specific benefits that we talked about in the first chapter of the study).

The long-term impact of social program outcomes is manifested in:

positive changes in public opinion and the situation;
contribution to the strengthening and development of the business as a whole.

The peculiarity of assessing the effectiveness of social programs is that if the results can be assessed within one year, then the assessment of the results is possible only after the completion of the program. At the same time, the long-term impact requires a careful analysis of all investments made in the program, as well as direct and indirect results identified over the years after its completion.

Analyzing these results, the organization's management must evaluate the effectiveness of the social program:

from an economic point of view;
from a social point of view;
in terms of benefits for business development and make a decision on the feasibility of implementing social programs in these areas in the future.

Assessment - whenever possible, the application of methods to achieve the effectiveness 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 affect the achievement of the organization's performance through the indicators of its main activities: financial performance, reduction in operating costs and the development of personnel policy and corporate culture.

Improving financial performance.

As a rule, there is no direct influence of effective social programs on profit growth. The social policy and social programs of the organization are by definition unprofitable and, therefore, should not be based on the main argument of increasing profitability.

However, numerous studies conducted in the United States and the European Union (in particular, the monitoring of Business for Social Responsibility in the United States and the London Benchmarking Group in the United Kingdom) confirm that organizations that have implemented sound social responsibility policies show higher profits compared to competitors operating in the same market segment.

Russian corporate social practice also shows that effective social programs affect an increase in the capitalization of an organization, an increase in profits, and a decrease in costs when expanding a business, including geographically.

Brands of organizations known for their social programs evoke positive associations, a positive image, which affects the growth of sales, and also affects such an important factor as the stability of demand, the attachment of consumers (especially the population) to a particular brand, one or another product of the organization.

There are several factors that affect the improvement of the financial performance of the organization, which are directly related to the social programs of the organization. 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 the improvement in financial performance. These factors include:

increasing trust in the organization on the part of partners and consumers;
increasing the factor of confidence when choosing a product or service;
"patriotism" of consumers, commitment to the organization's products;
recommendation of goods or services of this organization to other consumers;
an increase in the productivity of workers due to a decrease in social tension;
growth in the value of the organization's shares;
reducing the vulnerability of the organization, the number of conflict situations with the authorities, the press, non-profit organizations;
competitive advantages when participating in tenders.

Reduced operating costs.

As a rule, the majority of Russian organizations perceive the costs of social programs as an increase in costs and forced expenses. However, mechanisms have already been developed and are being implemented that make it possible to significantly reduce these costs and even, in some cases, bring social programs to self-sufficiency.

These include, for example, grant programs.

The majority of organizations in Russia receive dozens and hundreds of requests for help every year. Answers to these appeals take a lot of time for employees of the organization, and large structures are forced to keep special workers, whose task is to analyze appeals for help. At the same time, more than 90% of requests, as a rule, are refused, which negatively affects the image of the organization, reduces the confidence in it on the part of consumers and the population as a whole.

One of the alternatives to analyzing the flow of applications was the creation of their own grant programs for Russian organizations.

The grant program, which implies the allocation of funds for social programs on a competitive basis, changes, first of all, the very philosophy and principles of allocating funds. Funding for the organization is received not by those who previously applied or brought more signatures of local authorities under their letter, not by those who were more convincing in the office of the head, but by those organizations and people who were able to prove that they can solve the problem better, cheaper and more effectively than others. ... The approach of the grant competition, which implies financing not a problem, but its solution, not only coincides with the general business philosophy: striving for success, creating a new product, but also allows to reduce the costs of implementing social programs.

Development of personnel policy and corporate culture.

According to representatives of recruiting agencies, Russia is experiencing a recruiting boom today: a highly qualified specialist who is in demand on the labor market often receives several offers at once and can choose an organization himself. Moreover, in this situation, he is interested not only in the size of wages (the cost of a specialist in the market is relatively standardized), but also closely studies the organization as a whole: mission, values, attitude to society, team relationships, working conditions and training opportunities, relations with competitors, and partners, labor protection, environmental care, etc. In other words, a potential employee studies the organization's social responsibility policy, rightly believing that in this way he will be able to determine how comfortable he will feel in a new place.

For several years now, Western companies have been looking at HR strategy through the prism of social responsibility, convinced of the effectiveness and economic benefits of this approach. It is multifaceted and includes a number of aspects: from the development of corporate culture and ethics to the issues of observance of human rights and industrial safety, but the main thing is that all the declared principles of the organization's activities are a guide to action, they really help to strengthen the team, and are not declarative in nature. In some Russian organizations, the situation looks exactly the opposite - everything is spelled out and officially adopted - right down to the corporate colors of employees' clothes, and the turnover does not decrease.

Research shows that there is a clear relationship between employee loyalty and wages, but most experts disagree that loyalty is simply bought: sometimes people move to a new job with lower wages. The level of loyalty is made up of various factors and largely depends on the employee's sense of personal comfort in the organization. That is why social programs aimed at increasing loyalty should work in an integrated manner, not being limited to a system of gradual increase in wages.

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 the management can positively influence each employee, developing and consolidating him in the organization. If we continue the bright and laconic definition of the concept of corporate culture as a social glue, then social programs are one of the important components of this unique corporate tool. An effective social program does not spend, but brings profit to the organization by attracting and retaining the best specialists.

"Experimental field" of the reader

Viktor Agafonov, HR Director, AMO ZIL

Any organization, in order to be competitive, must implement social programs, and, of course, we have them. These are programs for the training and development of personnel, health protection and the creation of safe working conditions for workers, cultural development, environmental protection, etc. We know what we are investing in this or that program, we keep certain statistics and, of course, we analyze the effectiveness of our investments. Sometimes it is not difficult to do this, for example, when it comes to a program for health protection and the creation of safe working conditions - here any investments pay off, both necessary (for example, for the purchase of personal protective equipment) and additional (maintaining your own health center), they all work for prevention and are quantifiable (the number of accidents at work, diseases, etc.). There is no doubt that the program works. Or let's take the personnel training and development program - we can name both the number of managers and specialists who have undergone retraining and the number of training hours per employee. The effectiveness of the program primarily lies in the fact that we provide our production with the necessary specialists, but in general the educational level of the organization rises, which speaks of its potential. Some programs have a quick result, others are designed for long-term impact and are aimed, as the author says, at strengthening and developing the business as a whole. And of course, one cannot but agree that the personnel policy of an organization in the area of social responsibility is an important factor in resolving issues of employment and employment.

Of course, it would be interesting to trace a certain direct dependence of the economic indicators of an organization on the implementation of a particular social program and investments in it, in order, possibly, to redistribute funds, but this is a wish for scientists to develop and give us, practitioners, such an algorithm.

Literature

Information transparency of the social policy of Russian companies. - M .: Association of managers, 2004.
How to fulfill a social order? Guidelines. - Perm: Agency "Style-MG", 2000, p. 100.
Konovalova L.N., Korsakov M.I., Yakimets V.N. Management of social programs of the company / Ed. S.E. Litovchenko. - M .: Association of managers, 2003.

N.Nenashev

State tax inspector

Federal Tax Service of Russia for the Kaluga Region

Introduction

1. Effects of evaluation of social programs

1.1 Social impact

1.2 Economic effect

1.3 Financial Impact

2. Strategic planning in the development of social programs

3. Indicators for evaluating effectiveness

Conclusion

Bibliographic list

INTRODUCTION

In crisis situations, in the period of modernization of society and its transitional states, the role of strategic search efforts to overcome the crisis, to ensure a breakthrough in the main directions, inevitably increases. This function is performed by social programs, projects that can determine the optimal ratio of strategic and tactical tasks, the progress of their movement. A special question is the definition of 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, then we can talk about an effective process, if it fully corresponds to it, it is optimal, if it partially corresponds to it, it is ineffective, if it doesn’t correspond to it, it is an ineffective process.

Genuine 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, then we can talk about an effective process, if it fully corresponds to it, it is optimal, if it partially corresponds to it, it is ineffective, if it doesn’t correspond to it, it is an ineffective process.

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

1. EFFECTS OF EVALUATION OF SOCIAL PROGRAMS

To begin with, let us consider what are the effects of evaluating the results of social programs.

1.1 Social impact

The social effect can be obtained at several levels:

At the regional level through: development of the third sector and intersectoral cooperation; the possibility of planning the reorientation of the implementation of social services from state bodies to the public sector; maximum participation of all interested organizations, groups and active individuals in decision-making regarding the 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 of public control over the distribution of public resources, the development of mechanisms to ensure "transparency" of decision-making on the allocation of resources.

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

At the level of the user, that is, those to whom the program is directed, due to: psychological support; development of creativity and obtaining work skills; employment opportunities, social status enhancement and dependency reduction; 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.

Assessment of the growth of human capital is determined based on individual sources: through educational and other activities; by conducting volunteer activities and attracting resources to provide public services

1.2 Economic effect

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

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

1.3 Financial Impact

The financial effect can be obtained from three components: attracting additional funds during the implementation of the program. The amount of additional funds raised for any events and for the program as a whole is the financial effect; reducing the cost of services. The financial effect in this case is a reduction in operating costs due to the use of economical technologies that lead to a decrease in certain costs; preventing high costs in a situation of "no support" of the program. In addition to the effects described above, other effects obtained as a result of the implementation of program activities can be included. To substantiate the results, the reports should provide photos, 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 in their strategic planning. For strategic planning, the clarity of the interpretation of the concepts of "social program" and "social problem" is essential.

A social program is a content and a plan of activities with a statement of the main goals and objectives of solving social (s) problems (s), the nature of events, clarifying the deadlines and determining the participants in the processes and their role functions.

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

Social problems are subdivided into: local, affecting private social aspects of public life (for example, the interests of specific individuals, groups of the population: disabled, residential, etc.); social problems arising at the level of social institutions (health care, education, social security, etc.); social problems requiring 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 carried out 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 implemented

In Russian practice, social programs are divided into the following types: income and prices; employment and social and labor relations; public health protection and health care development; social protection of 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 (subjective-objective indicators of improvement, deterioration, stabilization, etc.).

An indicator of efficiency is the assessment of the implementation of long-term programs, of course, will take place in the 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 conceived technologies are good, but their implementation is in the hands of specific people. Therefore, the mechanism for managing long-term programs, including selection, placement, management of succession of personnel by program participants at different time stages will be of decisive importance. The development of such a mechanism depends on the choice of the 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, development trend.

The ultimate goal of strategic planning may be to increase the standard of living of the population and its individual groups. The indicators should be the dynamics of the subsistence minimum, the ratio of income and expenditures of the population and its individual groups, etc. These indicators relate primarily to economic categories. Such an assessment caused dissatisfaction among both scientists and practitioners; it does not properly determine the effectiveness of management and the chosen strategy of social development.

Strategic planning in the development of social programs should imply social progress, social well-being, the integration of social interests of various social groups and strata of the population and members of civil society through the systematic management of social processes and their modernization, which is also still