Report on the practice of the specialty “State and municipal management. Hi Student Practice in Municipal Government

Ministry Agriculture Russian Federation

Department of Science and Technology Policy and Education

Federal State Budgetary Educational Institution

higher education

"TORasnoyarsk State Agrarian University"

Institute of Economics and Finance of the Agroindustrial Complex

Department of "State and municipal management"

REPORT

on educational practice at the department

"State and municipal administration"

Institute of Economics and Finance of the AIC

Federal State Budgetary Educational Institution of Higher Education Krasnoyarsk State Agrarian University

Krasnoyarsk 201_

Introduction 3

Federal State Budgetary Educational Institution of Higher Education “Krasnoyarsk State Agrarian University”…………………………………………………4
Fundamentals of state and municipal government 5

2.2. State civil and municipal service in the Russian Federation 7

Conclusion 9

Bibliographic list 10

Applications 11

The work is a report on educational practice on the basis of the department "State and municipal management" of the Institute of Economics and Finance of the AIC, FGBOU VO "Krasnoyarsk State Agrarian University" in the period from 1 to 14 July.

The objectives of the educational practice:

to form an idea of the future professional activity;
to consolidate the theoretical knowledge gained in the process of studying general professional disciplines;
learn how to use the acquired knowledge in situations requiring management decisions.

In accordance with the designated goal, the following tasks were set:

to consolidate and deepen the knowledge and practical skills acquired by students in the study of basic and profile disciplines within the curriculum;
to study the basics of organizing educational activities at the university;
to study the legal documentation in the system of state and municipal government;
master modern technologies search and selection of literature in the framework of future professional activities

The work demonstrates the knowledge gained in the process of studying the following regulatory legal acts of the Charter of FGBOU HPE "KrasSAU", the Constitution of the Russian Federation; Federal Law No. 131 "On general principles organizations of local self-government in the Russian Federation”; Federal Law No. 79 “On the State Civil Service of the Russian Federation”; Federal Law No. 25 "On municipal service in the Russian Federation", "European Charter of Local Self-Government".

1. Krasnoyarsk State Agrarian University

The Federal State Budgetary Educational Institution of Higher Education "Krasnoyarsk State Agrarian University" was established in 1952 as an agricultural institute in the mountains. Krasnoyarsk.

Location of the University: 660049, Krasnoyarsk Territory, Krasnoyarsk, Prospekt Mira, 90.

Krasnoyarsk State Agrarian University today is 17 institutes (of which 10 are educational), 71 departments, 20392 students. 523 people, 361 graduate students (including 215 full-time students) study under the master's programs, 1313 teachers and employees work. About 70% of students receive education on a budgetary basis. The Krasnoyarsk State Agrarian University includes: 2 branches (Achinsk, Abakan), a training center for training and advanced training of the agro-industrial complex of the Republic of Tyva (Kyzyl), 6 representative offices (Kansk, Minusinsk, Dudinka, p. Shushenskoye, Taymyr village, Zaozerny), three educational farms (Uchkhoz "Minderlinskoye", experimental field of UNPK "Borsky" and UOOH "Ezagash") (Appendix 1).

The mission of the Krasnoyarsk State Agrarian University is to create a new generation of highly qualified specialists in the agro-industrial complex, leaders in innovative, industrial and entrepreneurial activities, scientific and professional elite for the benefit of the socio-economic development of the Siberian region and the country as a whole. The mission is based on three basic principles: elite, focus on the development of the agro-industrial complex of Siberia and other regions of the Russian Federation; International activity.

Working hours of KrasSAU employees - the time during which the employee, in accordance with the internal labor regulations and the terms of the employment contract, must perform labor duties, as well as other periods of time that, in accordance with the Labor Code and other regulatory legal acts of the Russian Federation, relate to working hours .

For employees of the University engaged in teaching activities, a reduced working time is set - 36 hours per week and an extended annual paid leave of 56 calendar days.

In general, KrasSAU is an innovative, educational, scientific, methodological and consulting center of the agrarian education system of the East Siberian region of Russia.

2. Fundamentals of state and municipal government

2.1. Regulatory framework of state and municipal government

The Constitution is a single legal act adopted by the people or on behalf of the people, which establishes the foundations of the constitutional order, the federal structure of the state and the rights and freedoms of citizens of the Russian Federation. The constitution was adopted by popular vote on December 12, 1993. It consists of a preamble and two sections. The first section consists of 9 chapters, the second section - final and transitional provisions.

The Constitution of the Russian Federation establishes the foundations of the constitutional order, the rights and freedoms of man and citizen, the federal structure, the status of the President of the Russian Federation, the Federal Assembly, the Government of the Russian Federation, the judiciary and local self-government.

Since I am studying in the direction of “State and Municipal Administration”, the entire Constitution is important to me, but it would be advisable to consider Chapter 8 of the Constitution - local self-government.

Chapter 8 defines the foundations of local self-government (LSG), establishes that it provides an independent solution by the population of issues of local importance. LSG is carried out by citizens through a referendum, elections, and other forms of direct expression of will. This chapter formulates the basic principles of local self-government and its guarantees.

Federal Law No. 131 of October 6, 2003 “On the General Principles of Organization of Local Self-Government in the Russian Federation” (consists of 12 chapters), in accordance with the Constitution of the Russian Federation, establishes general legal, territorial, organizational and economic principles for the organization of local self-government in the Russian Federation, determines state guarantees for its implementation.

The European Charter of Local Self-Government (Strasbourg, 15 October 1985) is the most important multilateral document that defines the fundamental principles for the functioning of local self-government. The Charter is an international treaty, therefore, it has a declarative character in relation to the national legislation of each of the states that have signed and ratified it. Consists of a preamble and three parts.

The subject of regulation of the Federal Law of July 27, 2004 No. 79 "On the State Civil Service of the Russian Federation" (consists of 17 chapters) are relations related to the entry into the state civil service of the Russian Federation, its passage and termination, as well as the determination of the legal status of state civil servants of the Russian Federation.

Federal Law of March 2, 2007 No. 25 "On Municipal Service in the Russian Federation" (consisting of 10 chapters) established the general principles for organizing municipal service and the basis for the legal status of municipal employees in the Russian Federation.

All of these legal acts form the basis of state and municipal government.

2.2. State civil service and municipal service in the Russian Federation

According to the current legislation, state and municipal employees are citizens of Russia who carry out professional service activities (perform professional duties) in the positions they hold in the state or municipal service and receive a monetary allowance (remuneration, allowance) for this from the budget of the appropriate level. The concept of a civil servant is defined by the Federal Law of July 27, 2004 No. 79 “On the State Civil Service of the Russian Federation”, a municipal employee is defined by the Federal Law of March 2, 2007 No. 25 “On the Municipal Service in the Russian Federation”.

Citizens of the Russian Federation who have reached the age of 18, who speak the state language of the Russian Federation and meet the qualification requirements, have the right to enter the civil and municipal service. The admission of a citizen to the civil or municipal service to fill the position of the civil (municipal) service or the replacement of a civil (municipal) employee with another position of the civil (municipal) service is carried out according to the results of the competition.

Termination of state and municipal service is possible upon reaching the age limit, expiration of the service contract, withdrawal from the citizenship of the Russian Federation, failure to comply with the requirements and prohibitions imposed on employees.

The duties of a civil servant include: to comply with the regulatory legal acts of the Russian Federation and the constituent entities of the Russian Federation; perform official duties in accordance with the official regulations; to carry out the instructions of the relevant managers, given within their authority; observe the rights and legitimate interests of citizens and organizations in the performance of official duties; comply with the official regulations of the state body; maintain the level of qualification and others. Municipal employees have similar duties, only they are carried out at the level of local self-government.

There is a relationship between the civil and municipal service, which is ensured through:

1) the unity of the basic qualification requirements for civil service positions and municipal service positions;

2) the unity of restrictions and obligations in the course of civil and municipal service;

3) unity of requirements for professional training, retraining and advanced training of civil and municipal employees;

4) accounting for the length of service of the municipal service when calculating the length of service in the civil service and the length of service in the civil service when calculating the length of service in the municipal service;

5) the correlation of the main conditions of remuneration and social guarantees for civil and municipal employees;

6) the correlation of the main conditions for the state pension provision of citizens who have served in the civil service, and citizens who have served in the municipal service, and their families in the event of loss of a breadwinner.

The state and municipal service are similar in terms of the principles of organization, functions, goals and objectives, professional requirements for the formation of personnel and regulation of the legal status of state and municipal employees. However, the civil service is carried out by citizens in the state authorities of the Russian Federation and its subjects, and the municipal service is carried out in local governments, which are not included in the system of state authorities.

Conclusion

As a result of the training and familiarization practice, the following goals were achieved:

– formed an idea of the future professional activity;

– the theoretical knowledge obtained in the process of studying general professional disciplines was consolidated;

– use the acquired knowledge used in situations requiring management decisions.

A number of tasks have been completed:

The knowledge and practical skills obtained in the study of basic and profile disciplines within the framework of the curriculum were consolidated and deepened;
studied the basics of organizing educational activities at the university;
Studied legal acts in the system of state and municipal government

Bibliographic list

Labor Code of the Russian Federation [Electronic resource]: dated December 30, 2001 No. 197-FZ. – Access mode: http://www.rg.ru/2001/12/31/trud-dok.html (accessed 07/11/2015)
Charter of FGBOU VPO "KrasGAU" [Electronic resource]: Approved by order of the Ministry of Agriculture of the Russian Federation of May 25, 2011 No. 76-u. – Access mode: http://www.kgau.ru/new/all/ustav/ (accessed 11.07.2015).
On the State Civil Service of the Russian Federation [Electronic resource]: Federal Law of the Russian Federation of July 27, 2004 No. 79-FZ. – Access mode: http://www.rg.ru/2004/07/31/gossluzhba-dok.html (accessed 07/11/2015).
On the municipal service in the Russian Federation [Electronic resource]: Federation Federal Law of the Russian Federation of March 2, 2007 No. 25-FZ. – Access mode: http://www.rg.ru/2007/03/07/sluzhba-dok.html (accessed 07/11/2015).
On the general principles of organizing local self-government in the Russian Federation [Electronic resource]: Federal Law of the Russian Federation of October 6, 2003 No. 131-FZ. – Access mode: http://www.rg.ru/2003/10/08/zakonsamouprav.html (accessed 07/11/2015)
The Constitution of the Russian Federation [Text]: adopted by popular vote on December 12, 1993: (subject to amendments made by the laws of the Russian Federation on amendments to the Constitution of the Russian Federation of December 30, 2008 No. 6-FKZ, No. 7-FKZ) / / M .: Astrel , 2012. - 63 p.
European Charter of Local Self-Government [Electronic resource]: Strasbourg, October 15, 1985 - Access mode: http://base.garant.ru/2540485/ (accessed 07/11/2015).

Annex 1

71 departments

Report on the educational practice of the department “State and municipal management” updated: July 31, 2017 by: Scientific Articles.Ru

FEDERAL AGENCY FOR EDUCATION OF THE RUSSIAN FEDERATION

State educational institution

Higher professional education

Branch of KubSU in Art. Leningrad

Internship report

"Administration of the municipality

Leningrad region"

from 28.06.2010 to 11.07.2010

3rd year student

full-time education

specialty "State

and municipal administration"

Fesyura O.N._____________ head of the practice base

Ushnova N.P. _____________ Head of the department "GMU"

(you will select the entire report and make paragraph 1.5 ... font 14 ... redo the introduction, conclusion and characterization there from a woman’s point of view, it’s also from my point of view in the work itself, so you’ll review and correct it; on the title specialty you’ll write instead of mine and your last name .. on the title report and the testimonial, do not forget to be assured with a signature and a seal) ... you will attach the diary and the testimonial in the file at the end of the report; - delete it :)

Introduction

1.2 Regulations on the general department of the administration of the Leningrad region

……………………….……………………………………………………………7

Chapter 2 Description of the work performed in the personnel sector under the administration of the municipal formation Leningradsky district

2.1 Performance of work in the personnel department for the period from 06/28/2010 to 07/02/2010. (first week)…………………………………………………….17

2.2 Performance of work in the personnel department for the period from 05.07.2010. to 09.07.2010 (second week). Maintaining personal files of administration employees…………………………………………………………………….20

Conclusion

Characteristic

Diary of educational practice

Introduction

Educational practice is a necessary component of the educational process for the training of specialists in the specialty "State and municipal management". The practice is aimed at a deeper assimilation of management issues in the subdivisions of state and municipal organizations on the basis of theoretical knowledge obtained in the study of general professional disciplines, improving the quality of professional training, consolidating knowledge in managerial, legal and economic disciplines that were studied as part of the curriculum in the specialty "State and municipal management". Also, the objectives of the internship are to test the ability to use the acquired knowledge, navigate situations that require management decisions, and work in the public sphere.

The duration of the practice was two weeks. The practice was carried out in the administration of the municipal formation of the Leningrad region.

Practice objectives:

1 study of the organizational and managerial structure of the administration of the municipality of the Leningrad region.

2 study of the management system of the general department;

performance of works provided by the head of the base of practice in the administration of the municipality of the Leningrad region;

4 analysis of the tasks received and completed during the practice in order to identify the difficulties that were encountered during the internship in the personnel service of the administration of the municipality of the Leningrad region. All these tasks are included and will be completed in the internship calendar plan, which is based on 10 working days. The term of practice was 2 weeks (from 06/28/2010 to 07/11/2010).

Chapter 1 Characteristics of the Administration of the Municipal Formation Leningradsky District

The structure of the administration of the municipality Leningradsky district

The administration is the executive and administrative body of the municipal formation of the Leningradsky District, endowed by this charter with the authority to resolve issues of local importance and the authority to exercise certain state powers transferred by federal laws and the laws of the Krasnodar Territory (Article 33 of the Charter of the Leningrad District).

Functions of the Administration of the Municipal Formation Leningradsky District

1 The Administration has the rights of a legal entity.

2 The Administration carries out its activities in accordance with the law, this charter, decisions of the Council.

3 The administration is headed by the head of the municipal formation of the Leningradsky district.

The structure of the administration is made up of the head of the municipality of the Leningradsky district, deputy heads of the municipality of the Leningradsky district, as well as sectoral (functional) and territorial bodies of the local administration.

The administration of the municipal formation Leningradsky district includes departments and departments of the organization. So, the structure of the administration of the municipality of the Leningrad region.

Table 1. The structure of the administration of the municipality Leningradsky district

All departments and departments of the administration of the municipality of the Leningrad region are controlled by the head and deputies of the administration, as well as each department and department directly has a head, chief specialist and specialists.

The number of personnel of the administration of the municipal formation Leningradsky district, taking into account all municipal employees, is 119 people.

1.2Regulations on the general department of the administration of the Leningrad region

The General Department of the Administration of the Municipal Formation Leningradsky District (hereinafter referred to as the General Department) is a sectoral body of the Administration of the Municipal Formation Leningradsky District (hereinafter referred to as the Administration). The general department is formed by the head of the municipal formation of the Leningrad region and is subordinate in its activities to the deputy head of the municipal formation.

The regulation on the general department, the staffing is established and approved by the order of the head of the municipality of the Leningrad region.

The head of the general department is appointed and dismissed by the head of the municipal formation of the Leningradsky district on the proposal of the deputy head of the municipal formation, the head of the administration apparatus.

Employees of the general department are appointed and dismissed by the head of the municipality, on the proposal of the head of the general department, in agreement with the deputy head of the municipality, the head of the administration apparatus.

The department in its work is guided by:

Laws of the Russian Federation;

Decrees of the President of the Russian Federation;

Laws of the Krasnodar Territory;

Decrees and orders of the head of the administration of the Krasnodar Territory;

Instructions for office work in the administration of the municipality;

Regulations on the public reception.

Common department:

Provides accounting, storage of office documents;

Contributes to the qualified preparation of documents;

Organizes clear work to control the execution of official and administrative documentation of the administration and higher authorities;

Provides a timely response to citizens' appeals in accordance with the Regulations on the public reception.

The general department of the administration of the municipal formation of the Leningradsky district works in close cooperation with the sectoral bodies of administrations, with the administrations of rural settlements.

MAIN OBJECTIVES OF THE GENERAL DEPARTMENT

1. Organization of accounting for correspondence received by the administration, registration of incoming and outgoing correspondence.

2. Ensuring the timely consideration of official correspondence, complaints and appeals, sending them to the relevant sectoral administration bodies to solve the tasks set in them and organizing, if necessary, control over their execution.

3. Implementation of systematic control over the incoming correspondence of the administration.

4. Implementation of timely, high-quality and correct execution of administration documents, their formation in files for storage.

5. Control over the work of sectoral bodies of the administration of the municipality in matters of organizing and maintaining office work, passing and executing documents of the administration of the municipality and higher authorities; observance of the established procedure for the execution of resolutions and orders of the head of the municipality Leningradsky district.

6. Generalization and analysis of the state of office work, as well as citizens' appeals to the administration of the municipality.

The study of best practices in working with official correspondence, the introduction of new forms and methods for its processing, accounting and organization of control over execution.

Providing methodological assistance to sectoral bodies of the administration of the municipality, in matters of document management and improvement of office work.

7. Implementation of organizational measures for the preparation and holding of meetings, meetings under the head of the municipality of the Leningrad region.

8. Provides control over compliance with the established procedure, organization of reception of citizens, consideration of proposals, applications, complaints.

9. Conducting consultations, explanatory work on the issues raised by the applicants.

10. Analysis of the generalization of incoming applications.

11. Development of proposals for improving the work with citizens' appeals.

12. Systematic informing the leadership of the municipality about the number and nature of applications received and the results of their consideration.

DEPARTMENT FUNCTIONS

1. The department accepts, registers and transfers incoming correspondence to its destination, sends documents for execution, in accordance with the established procedure, according to the resolution of the management of the administration, sends correspondence to executors, and monitors its execution.

2. In accordance with the requirements of the instructions for office work, returns for revision, edits, prints draft resolutions and orders of the head of the Leningradsky municipality and other official information.

3. Makes proposals for improving office work:

Checks the grounds for issuing official documents of the administration of the municipality;

Organizes control over the execution of legal acts of the administration of the municipality;

Provides information on the progress of the implementation of documents to the management of the administration of the municipality;

Prepares draft resolutions on the removal from control of legal acts of the administration of the municipality;

Ministry of Agriculture of the Russian Federation

Department of Science and Technology Policy and Education

Federal State Budgetary Educational Institution

higher education

"TORasnoyarsk State Agrarian University"

Institute of Economics and Finance of the Agroindustrial Complex

Department of "State and municipal management"

REPORT

on educational practice at the department

"State and municipal administration"

Institute of Economics and Finance of the AIC

Federal State Budgetary Educational Institution of Higher Education Krasnoyarsk State Agrarian University

Krasnoyarsk 201_

Introduction 3

Federal State Budgetary Educational Institution of Higher Education “Krasnoyarsk State Agrarian University”…………………………………………………4
Fundamentals of state and municipal government 5

2.2. State civil and municipal service in the Russian Federation 7

Conclusion 9

Bibliographic list 10

Applications 11

The objectives of the educational practice:

to form an idea of the future professional activity;
to consolidate the theoretical knowledge gained in the process of studying general professional disciplines;
learn how to use the acquired knowledge in situations requiring management decisions.

In accordance with the designated goal, the following tasks were set:

to consolidate and deepen the knowledge and practical skills acquired by students in the study of basic and profile disciplines within the curriculum;
to study the basics of organizing educational activities at the university;
to study the legal documentation in the system of state and municipal government;
master modern technologies for searching and selecting literature in the framework of future professional activities

The work demonstrates the knowledge gained in the process of studying the following regulatory legal acts of the Charter of FGBOU HPE "KrasSAU", the Constitution of the Russian Federation; Federal Law No. 131 “On the General Principles of Organization of Local Self-Government in the Russian Federation”; Federal Law No. 79 “On the State Civil Service of the Russian Federation”; Federal Law No. 25 "On municipal service in the Russian Federation", "European Charter of Local Self-Government".

1. Krasnoyarsk State Agrarian University

The Federal State Budgetary Educational Institution of Higher Education "Krasnoyarsk State Agrarian University" was established in 1952 as an agricultural institute in the mountains. Krasnoyarsk.

Location of the University: 660049, Krasnoyarsk Territory, Krasnoyarsk, Prospekt Mira, 90.

For employees of the University engaged in teaching activities, a reduced working time is set - 36 hours per week and an extended annual paid leave of 56 calendar days.

In general, KrasSAU is an innovative, educational, scientific, methodological and consulting center of the agrarian education system of the East Siberian region of Russia.

2. Fundamentals of state and municipal government

2.1. Regulatory framework of state and municipal government

All of these legal acts form the basis of state and municipal government.

2.2. State civil service and municipal service in the Russian Federation

There is a relationship between the civil and municipal service, which is ensured through:

1) the unity of the basic qualification requirements for civil service positions and municipal service positions;

2) the unity of restrictions and obligations in the course of civil and municipal service;

3) unity of requirements for professional training, retraining and advanced training of civil and municipal employees;

5) the correlation of the main conditions of remuneration and social guarantees for civil and municipal employees;

Conclusion

As a result of the training and familiarization practice, the following goals were achieved:

– formed an idea of the future professional activity;

– the theoretical knowledge obtained in the process of studying general professional disciplines was consolidated;

– use the acquired knowledge used in situations requiring management decisions.

A number of tasks have been completed:

The knowledge and practical skills obtained in the study of basic and profile disciplines within the framework of the curriculum were consolidated and deepened;
studied the basics of organizing educational activities at the university;
Studied legal acts in the system of state and municipal government

Bibliographic list

Labor Code of the Russian Federation [Electronic resource]: dated December 30, 2001 No. 197-FZ. – Access mode: http://www.rg.ru/2001/12/31/trud-dok.html (accessed 07/11/2015)
Charter of FGBOU VPO "KrasGAU" [Electronic resource]: Approved by order of the Ministry of Agriculture of the Russian Federation of May 25, 2011 No. 76-u. – Access mode: http://www.kgau.ru/new/all/ustav/ (accessed 11.07.2015).
On the State Civil Service of the Russian Federation [Electronic resource]: Federal Law of the Russian Federation of July 27, 2004 No. 79-FZ. – Access mode: http://www.rg.ru/2004/07/31/gossluzhba-dok.html (accessed 07/11/2015).
On the municipal service in the Russian Federation [Electronic resource]: Federation Federal Law of the Russian Federation of March 2, 2007 No. 25-FZ. – Access mode: http://www.rg.ru/2007/03/07/sluzhba-dok.html (accessed 07/11/2015).
On the general principles of organizing local self-government in the Russian Federation [Electronic resource]: Federal Law of the Russian Federation of October 6, 2003 No. 131-FZ. – Access mode: http://www.rg.ru/2003/10/08/zakonsamouprav.html (accessed 07/11/2015)
The Constitution of the Russian Federation [Text]: adopted by popular vote on December 12, 1993: (subject to amendments made by the laws of the Russian Federation on amendments to the Constitution of the Russian Federation of December 30, 2008 No. 6-FKZ, No. 7-FKZ) / / M .: Astrel , 2012. - 63 p.
European Charter of Local Self-Government [Electronic resource]: Strasbourg, October 15, 1985 - Access mode: http://base.garant.ru/2540485/ (accessed 07/11/2015).

Annex 1

71 departments

Report on the educational practice of the department “State and municipal management” updated: July 31, 2017 by: Scientific Articles.Ru

Ministry of Education and Science of the Russian Federation

Federal State Budgetary Educational Institution

higher vocational education

"Kuban State Technological University"

Department of State and Municipal Administration

REPORT

about the passage of ____ industrial practice _______________-

(educational, introductory production, undergraduate practice)

Direction of training 380304 State and municipal administration

Training profile "Municipal management" Qualification (degree) Bachelor

at ___MFC __________________________________________________________

(name of the local self-government body of the municipal formation of the Krasnodar Territory, state, municipal institution)

Performed)

student (ka)__3__of the course _12-E-GU5____group _Vlasova Anastasia Vladimirovna

Practice leader

from the local authority

self-government

municipality

Krasnodar Territory

(state, municipal institution)________________

position I.O. Surname

Practice leader

from the university ______________________ _____________________

position I.O. Surname

The defense took place _____________

Overall grade for practice _________________

Signatures of commission members _________________

_________________

Krasnodar 2015

Introduction……………………………………………………………………………...2

1 Familiarization and characteristics of the MCU "MFC" Krasnodar………………….3

1.1 Characteristics of MKU "MFC" Krasnodar …………………………...3

1.2 Features of MCU "MFC" as a socio-economic system ..4

1.3 Organizational structure of MKU "MFC" Krasnodar……………...5

2 Characteristics of the workplace of the structural unit of the MCU "MFC"

Krasnodar………………………………………………………………………….9

3 Information and technical support of MKU "MFC" Krasnodar ... .11

4 SWOT-analysis of MCU “MFC”, Krasnodar………………………………………..13

5 Passport of the state program of the Krasnodar Territory "Social

support of citizens”……………………………………………………………...15

6 Individual task……………………………………………………......18

Conclusions and suggestions……………………………………………………………………………19

List of used literature……………………………………………...20

Annex A - Passport of the program of the Krasnodar Territory "Social

support of citizens”………………………………………………………………………………………………………………………………………………………….

Introduction

In the period from June 29 to July 13, 2015, I completed an internship at the MKU "MFC" in Krasnodar.

The purpose of the practice is to consolidate the acquired knowledge in the field of state and municipal management, gain practical skills, develop skills for independent search, collection, systematization and processing of organizational, technological, management information in order to develop and justify measures to improve the organization of labor, production and management. The practice is aimed at consolidating, expanding, deepening and systematizing knowledge in disciplines that reflect the specifics of the direction of training "State and municipal management".

Practice objectives:

Consolidation of theoretical knowledge gained in the process of studying basic disciplines;

Obtaining practical skills in applying the methods of collecting and processing information;

To study the areas of activity of the institution and get acquainted with the list of services provided to the population;

To get acquainted with the production and organizational structure of the enterprise;

To get acquainted with the methods used for the preparation and justification of management decisions, the organization of control over their implementation;

Mastering the methods of state and municipal management.

The object of the internship is the department for work with citizens and organizations "Prikubansky".

The subject is the relations that arise in the course of the department's activities.

Familiarization and characteristics of MCU "MFC" Krasnodar

Characteristics of MKU "MFC", Krasnodar

The municipal state institution of the municipal formation of the city of Krasnodar "Krasnodar City Multifunctional Center for the Provision of State and Municipal Services", hereinafter referred to as the "Public Institution", was established in accordance with the decision of the City Duma of Krasnodar dated January 28, 2010 No. 69 p. institution "Krasnodar City Multifunctional Center for the Provision of State and Municipal Services", by the Decree of the Administration of the Municipal Formation of the City of Krasnodar dated February 1, 2010 No. 406 "On the Creation of the Municipal Institution "Krasnodar City Multifunctional Center for the Provision of State and Municipal Services", by the Resolution of the Administration of the Municipal Formation of the City of Krasnodar dated 12/17/2010 No. 10306 "On approval of the list of municipal government institutions of the municipality of the city of Krasnodar, created by changing the type of municipal budget institutions municipal formation of the city of Krasnodar "

In accordance with the Federal Law of July 27, 2010 No. No. 210-FZ “On the organization of the provision of state and municipal services”, a multifunctional center for the provision of state and municipal services is an organization established in the organizational and legal form of a state or municipal institution and authorized to organize the provision of state and municipal services, including electronic form, according to the principle of "one window". This principle provides for the provision of state and municipal services after a single application by the applicant with a relevant request.

The objectives of the MCU "MFC" are:

1) ensuring a fast, convenient and cost-effective process for the provision of state and municipal services (hereinafter - services) to individuals and legal entities through the implementation of the "one window" principle;

2) interlevel and interdepartmental interaction with authorities

local self-government, state authorities, state and municipal enterprises, institutions and other organizations involved in the provision (providing) services;

3) increasing the satisfaction of recipients of services with their quality;

4) raising awareness of individuals and legal entities about the procedure, methods and conditions for receiving services;
5) reduction in the number of interactions of individuals and legal entities with officials of public authorities, local governments when receiving services.

The development of the MFC network is one of the priority tasks in the construction modern state, improving the system government controlled. The implementation of these measures helps to reduce the terms of service provision, reduce queues and increase the level of satisfaction of citizens with the work of state power.

Features of MKU "MFC" as a socio-economic system

When providing municipal services, the MFC interacts with sectoral (functional) and territorial bodies of the administration of the municipality of the city of Krasnodar, municipal government, budgetary and autonomous institutions of the municipality of the city of Krasnodar.

When providing public services, the MFC interacts with federal executive authorities, state non-budgetary funds, and executive authorities of the Krasnodar Territory.

When providing services that are necessary and mandatory for the provision of state and municipal services, as well as socially significant services, the MFC interacts with individuals and legal entities providing these services.
The procedure for interaction with these bodies and individuals and legal entities is determined in accordance with applicable law.

The MFC provides only those state and municipal services for which the relevant administrative regulations for the provision of state and municipal services have been approved. The structure of the provided state and municipal services includes: housing issues, land, capital construction, education, pensions, family and childhood, change of residence, social support of the population, certificates, extracts, archival documents, subsidies, transport, employment and others.

Organizational structure of MKU "MFC" Krasnodar

The director of the MU "MFC" is the direct supervisor, organizes and bears full responsibility for the results of the work of the institution, approves the staffing table, ensures the rational use of property, concludes contracts, issues orders and monitors the performance of their duties by employees.

The Deputy Director organizes the work and effective interaction of employees, organizes production and economic activities, and during the absence of the Director performs his duties.

Departments for work with citizens and organizations "Western", "Karasunsky", "Prikubansky" and "Central" organize and carry out work on receiving documents, issuing certificates, other necessary information, provide information and advice to applicants, organize and carry out interaction with citizens and organizations, organize, if necessary, applicants from employees of local governments, other municipal institutions. The activities of the departments are managed by the heads of departments, who are directly subordinate to the director of the institution.

The department of legal and personnel work is engaged in conducting legal expertise, represents the interests of the institution in state bodies and other organizations, forms personnel, conducts work books and personal files of employees and performs other functions within its powers. Management is carried out by the head of the department, who reports directly to the director of the institution.

The quality control department for the provision of state and municipal services is engaged in internal audits, systematizes, analyzes and develops recommendations for improving the quality of service for applicants, reducing the time for providing services, and performs other functions within its powers. Management is carried out by the head of the department, who reports directly to the director of the institution.

The Accounting and Reporting Department maintains accounting records of financial and economic activities, ensures the implementation of income and expenditure estimates, organizes budget accounting, calculates wages, organizes settlements with counterparties, compiles and submits accounting and statistical reports to state and tax authorities on time and carries out other functions within their powers. Management is carried out by the head of the department, who reports directly to the director of the institution.

Departments of information support and logistics organize work to supply the institution with the necessary information and material and technical resources, organize work to maintain the health, safety and security of resources and equipment, monitor and record equipment, minor repairs and operation, analyze the institution's need for machinery and equipment, draw up consolidated applications for the purchase of office equipment and perform other functions within their powers. Management is carried out by the heads of the department, who are directly subordinate to the director of the institution.

The department for processing telephone calls to the population receives telephone calls from the population, keeps records and processes them, consults and gives background information applicants by phone and performs other functions within its powers. Management is carried out by the head of the department, who reports directly to the director of the institution.

Characteristics of the workplace in the structural subdivision of the MCU "MFC", Krasnodar

The department for work with citizens and organizations "Prikubansky" is a structural subdivision of the MCU "MFC". He reports to the director of the institution. In its activities, the department is guided by the Constitution of the Russian Federation, the current federal and regional legislation, municipal legal acts of the Moscow Region of Krasnodar, the Regulations on the Institution, as well as the Regulations on the Department for Work with Citizens and Organizations "Prikubansky".

The main tasks of the department are:

1) providing comfortable conditions for receiving municipal services;

2) organization of activities to fully inform applicants on the provision of municipal services;

3) development of mechanisms for interdepartmental exchange of information through the introduction of information and communication technologies;

4) improving the quality of the provision of municipal services;

5) simplification of the procedure for obtaining services by applicants, in the provision of which authorities of different levels are jointly involved;

6) organization of information exchange of data between federal executive authorities, executive authorities of the Krasnodar Territory, local governments, organizations involved in the provision of municipal services.

Department functions:

1) organization and implementation of work on the acceptance of documents necessary for obtaining a municipal service, on primary processing, on issuing to the applicant the result of the provision of a municipal service;

2) providing information and advice to applicants on the provision of services;

3) organization and implementation of interaction with applicants;

4) organizing the delivery of the necessary documents from the department to the relevant municipal institution, local self-government bodies;

5) organizing and ensuring the provision of additional services in the building where the department is located: notaries, banking services for the payment of duties and fees, improving their quality;

3 Information and technical support of MCU "MFC"

Krasnodar city

The MFC building is equipped with an information plate containing the full name of the multifunctional center, as well as information about its mode of operation.

To organize interaction with applicants of the premises of the MFC

is divided into the following functional sectors (zones):
1) sector of informing and waiting;

2) sector for receiving applicants.

The room for work with applicants is equipped with an electronic queue management system, which is a set of software and hardware tools that allow you to optimize the management of applicants' queues. The queue management system includes a registration system, voice and visual information, operator consoles.

The sector of informing and waiting includes:
information stands containing up-to-date and comprehensive information necessary for obtaining state and municipal services, including: a list of state and municipal services, the provision of which is organized in a multifunctional center; terms for the provision of state and municipal services, the provision of which is organized at the MFC;
the size of the state fee; the procedure for appealing actions (inaction), as well as decisions of bodies providing public services and bodies providing municipal services, state and municipal employees, multifunctional centers, employees of multifunctional centers. The MFC timely ensures the updating of the documents presented at the information stands.

The workplace of the MFC specialist is equipped with a personal computer with the ability to access the necessary information systems, printing and scanning devices.

The MFC has one communication channel that ensures the functioning electronic system queue management, a separate telephone line, a call center telephone, as well as an automated information system of the MFC.

The MFC building has a well-equipped technical base, which makes it possible to automate workplaces and increase work productivity. There are also servers, local network and Internet access. To protect against failures and loss of valuable information, a server is installed for each department, which contains all the necessary information. Most of the programs used in the organization work on the basis of queries to the database stored on the server.

4 SWOT-analysis of MKU "MFC", Krasnodar

Strengths:

The speed of obtaining state and municipal services;

Reduction of decision-making time due to the territorial association of authorities;

Increasing the speed of information exchange;

Improved awareness of citizens about the services (stands, brochures, through the website);

Controllability of the process of providing state and municipal services;

Professionalism of employees of departments;

Application of new technologies;

Acceptance of documents of citizens at a convenient time for them, the ability to make an appointment via the Internet.

Weak sides:

Low salary;

Difficulties in organizing the acceptance of documents by the MFC tellers on the principle of a single window, related to the regulatory requirements for the provision of documents by applicants and their receipt directly from the state body;

With the introduction of separate regulations for the provision of services in the work of the MFC, the number of documents that need to be drawn up by specialists increases and the terms for the provision of services are not reduced;

The purchase and installation of additional computer equipment is required, which should simplify and shorten the procedures for providing services to the population.

Possibilities:

Lack of competitors;

A more favorable investment climate is emerging in the Krasnodar Territory than in the Russian Federation as a whole, thereby increasing income Money to the budget;

Increasing the efficiency and speed of the work of employees through new software and the acquisition of new computer equipment;

Opportunity to attract qualified specialists;

Limited budget;

Frequently changing legislation of the Russian Federation;

Increasing the workload of employees due to a large document flow, which can lead to long queues and reduce citizen satisfaction.

Strategies of the SIV type: development of a system for continuous training of employees, a strategy for attracting qualified specialists.

Strategies of the SLV type: investment strategy, a strategy for creating new software, a strategy for introducing new information technologies.

Strategies of the type of SIS: increase in the number of employees, the strategy of information interaction between departments.

Strategies for the type of SLN: reduction of the list of state and municipal services provided, liquidation of the institution.

5 Passport of the state program of Krasnodar

edge "Social support of citizens"

Social support of citizens is a system of legal, economic, organizational and other measures guaranteed by the state to certain categories of the population. Categories of citizens - recipients of social support, measures of social support and conditions for its provision are determined by federal legislation, the legislation of the Krasnodar Territory.

Passport of the program of the Krasnodar Territory "Social support of citizens" (in abbreviated form) (Appendix A).

The main objectives of the program:

Making monthly cash payments to certain categories of citizens;

Providing citizens with subsidies for paying for housing and utilities and benefits for paying for housing and utilities in cash;

Carrying out activities by the bodies of social protection of the population to establish the status of citizens;

Optimization of the network and development of the material and technical base of institutions serving the elderly and disabled in various conditions social sphere;

Creating conditions for classes physical culture and sports, social tourism, active involvement of older people in them;

Formation among the population of the region positive attitude towards old age and the elderly as respected and active members of society;

Improving the efficiency of the service system;

Creation of favorable conditions for state support of children in difficult life situations, life and integrated development of children;

Strengthening the material and technical base of institutions.

Terms of implementation of the state program: 2014 - 2018.

Due to the fact that the main part of the activities of the state program is related to the consistent implementation of the social obligations of the Russian Federation and the Krasnodar Territory to provide measures of social support to citizens, the allocation of stages for the implementation of the state program is not provided.

The state program includes 4 subprograms:

1) "Development of measures of social support for certain categories of citizens";

2) "Modernization and development of social services for the population";

3) "Improvement of social support for families and children";

4) "State support of socially oriented non-profit organizations in the Krasnodar Territory".

Resource support for the implementation of the program:

The total amount of budgetary appropriations necessary for the implementation of the measures of the state program is 172,386,816.9 thousand rubles.

The volume of funds of the regional budget allocated to finance the activities of the subprogram of the state program is subject to annual clarification when the law of the Krasnodar Territory on the regional budget for the next financial year and planning period is adopted.

The mechanism for the implementation of the state program is based on the principles of a clear delineation of powers and responsibilities of all participants in the state program.

The implementation of the state program is carried out with the participation of the executive bodies of state power of the Krasnodar Territory - state customers responsible for the implementation of activities, performers of activities of subprograms of the state program.

The coordinator of the state program is the Ministry of Social Development and Family Policy of the Krasnodar Territory (hereinafter referred to as the coordinator of the state program).

Evaluation of the effectiveness of the implementation of the state program is carried out in accordance with the methodology.

The methodology for evaluating the effectiveness of the implementation of the state program is based on the principle of comparing the actually achieved values of target indicators with their planned values based on the results of the reporting year.

The administration of the Krasnodar Territory and the Legislative Assembly of the Krasnodar Territory exercise control over the implementation of the state program.

6 Individual task

The purpose of the internship was to consolidate and deepen theoretical knowledge, their application, the ability to use legislation in specific cases, the formation of skills for independent search, collection and processing of management information, in order to develop and justify measures to improve the organization of labor. I completed an internship at the MKU "MFC" in Krasnodar in the department for working with citizens and organizations "Prikubansky". Based on the tasks and functions defined by the Regulations on the Department and job regulations, I performed the following work:

I got acquainted with the structure of the department, the position of the department, job descriptions;

Assistance in monitoring the correctness of registration of cases to be transferred to the archive;

Assistance in the adoption of documents necessary for obtaining municipal services;

Assistance in the primary processing of documents of citizens necessary to receive the service;

Assistance in finding the necessary documents in the archive;

Carried out separate assignments of the head of the department within the framework of the tasks facing the department.

Conclusions and offers

During the internship, I got acquainted with the organizational structure of the institution, studied the features of the organizational and legal form, got acquainted with the main functions and powers of structural divisions. I collected information: about the organizational structure of the institution and the organization of a particular unit.

As a result, I prepared for a conscious and in-depth study of organizational and economic disciplines, gained practical skills in the field of organizational and managerial, analytical activities, skills in collecting, processing, systematizing management information, as well as using information resources and technologies in the course of the organization's activities. Consolidated, expanded, deepened and systematized knowledge in disciplines that reflect the specifics of the direction of training "State and municipal management".

After conducting a SWOT analysis of the MFC, to improve the work, I proposed:

1) consider the possibility of increasing the salaries of the employees of the institution;

2) attraction of qualified specialists;

3) acquisition and installation of additional computer equipment.

I believe that if the methods proposed by me to improve work in the MFC are implemented, then the employees will perform their duties quickly and efficiently, the waiting time for receiving visitors will also decrease, and new computer equipment will increase the productivity of employees.

List of used literature

Federal Law of July 27, 2010 No. No. 210-FZ "On the organization of the provision of state and municipal services".
Decree of the head of the administration of the Krasnodar Territory dated October 11, 2013 N 1173 "On approval of the state program of the Krasnodar Territory "Social support for citizens".
Decision of the City Duma of Krasnodar dated January 28, 2010 No. 69 p. 10 “On the approval of the creation of the municipal institution “Krasnodar City Multifunctional Center for the Provision of State and Municipal Services”.
Decree of the administration of the municipal formation of the city of Krasnodar dated February 1, 2010 No. 406 "On the creation of the municipal institution" Krasnodar City Multifunctional Center for the Provision of State and Municipal Services ".
Decree of the administration of the municipal formation of the city of Krasnodar dated December 17, 2010 No. 10306 “On approval of the list of municipal government institutions of the municipal formation of the city of Krasnodar created by changing the type of municipal budgetary institutions of the municipal formation of the city of Krasnodar”.
Krasnodar region. Statistical Yearbook. 2010: Stat. Sat / Krasnodarstat - Krasnodar, 2011. 456 p.
Polyak, G.B. Territorial finance: textbook / G.B. Pole. - M.: Publishing and Trade Corporation "Dashkov and Co", 2007. - 479 p.
Sorokina I.A. Investments: study guide / I.A. Sorokina, L.V. Sorokina. - 2nd ed., revised. - Krasnodar: KubGAU, 2010. 308 p.
Strategy for the modernization of the Russian economy / Under the editorship of V.M. Polterovich. St. Petersburg: Aleteyya, 2010. 424 p.
The charter of the municipal state institution of the municipality of the city of Krasnodar "Krasnodar city multifunctional center for the provision of state and municipal services."
Regulations of the municipal state institution of the municipality of the city of Krasnodar "Krasnodar city multifunctional center for the provision of state and municipal services."
Regulations on the department for work with citizens and organizations "Prikubansky".
Job regulations of the department for work with citizens and organizations "Prikubansky".

14. Regulations on the departments of the MCU "MFC".

economy. Krasnodar. en- List of state programs

Annex A

Table A.1 - Passport of the program of the Krasnodar Territory "Social

support of citizens" (abbreviated form)

Name of the state program	the state program of the Krasnodar Territory "Social support for citizens" (hereinafter referred to as the state program)
State program coordinator	Ministry of Social Development and Family Policy of the Krasnodar Territory
Coordinators of subprograms of the state program	Ministry of Social Development and Family Policy of the Krasnodar Territory; department for interaction with religious and socially oriented non-profit organizations of the administration of the Krasnodar Territory
Subprograms of the state program	development of social support measures for certain categories of citizens; modernization and development of social services for the population; improvement of social support for families and children; state support for socially oriented non-profit organizations in the Krasnodar Territory
Departmental target programs	not covered by the state program

Appendix A continued

Other executors of individual events of the state program	department of social protection of the population of the ministry; social development and family policy of the Krasnodar Territory; administration of the Krasnodar Territory; local self-government bodies of municipalities in the Krasnodar Territory (as agreed); state state, budgetary and autonomous institutions of the Krasnodar Territory.
Goals of the state program	creating conditions for the growth of the welfare of certain categories of citizens and increasing the availability of social services for the population
Tasks of the state program	making monthly cash payments to certain categories of citizens; providing citizens with subsidies to pay for housing and utilities; optimization of the network and development of the material and technical base of institutions serving the elderly and disabled; creation of conditions for physical culture and sports, social tourism; improving the efficiency of the service system creating favorable conditions for state support for children in difficult life situations.
List of target indicators of the state program	the number of citizens who have received documents for the right to use social support measures; the number of regional beneficiaries receiving a monthly cash payment; the number of recipients of state social assistance in the form of social benefits;

Appendix A continued

	the number of recipients of subsidies for housing and utility bills; the number of elderly citizens living in foster families; number of people who received social services V public institutions social services for families and children; share of citizens making cash donations to non-profit organizations in the Krasnodar Territory
Stages and timing of the implementation of the state program	2014 - 2018, the state program is being implemented in one stage
Volumes of budget allocations of the state program	the total amount of funding for the activities of the state program from the federal, regional budgets and the Pension Fund of the Russian Federation is 172,386,816.9 thousand rubles
Control over the implementation of the state program	control over the implementation of the state program is carried out by the administration of the Krasnodar Territory and the Legislative Assembly of the Krasnodar Territory

FEDERAL STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"NORTH CAUCASIAN ACADEMY OF PUBLIC SERVICE"

DEPARTMENT OF STATE AND MUNICIPAL MANAGEMENT

Course work

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

Completed by a student

Faculty of State Medical University

Groups

Scientific director

Rostov-on-Don

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

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

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

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

2. State and municipal administration: about the present and future of the specialty…………………………………………………………………………. 9

2.1 Formation of the specialty of the State Medical University……………………………………………. 9

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

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

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

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

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

Introduction

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

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

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

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

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

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

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

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

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

requirements.

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

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

State structure of modern Russia

Functions of the state, tasks and methods of public administration

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

Directions and types of activities of a specialist

Specialist training requirements

1. State structure and management

1.1 The state structure of modern Russia

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

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

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

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

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

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

The federal bodies of state power are the President

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

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

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

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

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

The internal functions of the state include:

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

b) state regulation of the economy, economic activity;

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

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

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

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

External functions of the state:

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

b) foreign policy activity;

c) outwardly economic activity;

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

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

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

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

2.1 Formation of the specialty of the State Medical University

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

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

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

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

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

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

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

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

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

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

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

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

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

e) junior regional state positions - no experience requirement .

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

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

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

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

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

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

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

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

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

Firstly, does not exist state regulation the system of additional vocational education as a whole, with the exception of several regulations of the Ministry of Education of the Russian Federation.

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

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

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

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

Qualification requirements for a specific position;

specific learning objectives;

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

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

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

And in fact,

In the absence of clearly defined qualification requirements for specific positions,

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

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

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

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

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

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

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

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

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

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

All academies have to think about how to organize educational activities outside its location with minimal time and financial resources from the relevant budgets.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

j) methodical activity. Work related to the generalization of existing experience and the development guidelines to improve things.

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

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

3.2 Requirements for specialist training

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

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

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

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

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

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

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

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

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

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

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

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

Capable of project activities, knows the principles of system analysis, knows how to build and use models to describe and predict various phenomena, implement their qualitative and quantitative analysis;

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

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

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

Conclusion

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

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

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

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

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

Bibliography

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

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

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

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

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

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

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

8. Recent Literature on parliamentarism (texts of books in free access). Website www. jegislature.ru

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

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

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

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

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

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

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

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

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