Public property management: features and prospects of development

Abstract

Introduction. In the context of the increasing need for sustainable socio-economic development and increased trust in state institutions, the problem of effective management of public property is of particular importance. State and municipal property, which acts as a strategic resource, requires special forms of regulation based on transparency, accountability and active participation of society. In modern practice, there is institutional fragmentation, weak implementation of feedback mechanisms and limited public control, which reduces the effectiveness of management and contributes to the risks of administrative opportunism. Purpose. The purpose of the research is to develop a conceptual model of public property management based on the integration of the mechanism of implementation of public interests and the system of public responsibility as the backbone elements of an open and responsible state. Methods. The methodological basis of the research is based on systemic and institutional approaches that allow us to consider the management of public resources as a complex of interrelated political, legal and organizational institutions. The analysis is based on the theoretical principles of classical political economy, institutional theory, as well as domestic and foreign experience in parliamentary and civil control. Results. The article proposes the model for the implementation of public interests in the management of state and municipal property, including the tools of elections, parliamentary and civil control, direct democracy, digital interaction, as well as elements of charismatic leadership. The mechanism of public responsibility is revealed as an integral component of the system, ensuring that the goals of public authority correspond to the interests of society. The key components of the mechanism of public responsibility are highlighted - the legal regulation of reporting, the sanctions mechanism, independent effectiveness assessment, feedback mechanisms and the institute of recall. The socio-economic, organizational, legal and special institutional conditions for the effectiveness of this system are substantiated. Conclusions. The article proves that the transition to a genuine model of public property management requires the institutionalization of citizen participation, the development of participatory practices and the formalization of public accountability mechanisms. Only when a set of conditions is met does public ownership cease to be nominal and turn into a real instrument of socially oriented public policy based on the priority of public interests.