Пивоварова Ольга Владимировна

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.

The article is devoted to the study of the peculiarities of the organization of public property and approaches to assessing its effectiveness. The analysis of various interpretations of the economic category "property" is carried out to understand the specifics of the functioning of public property and the aspects of the organization and management of private property are studied, as a result of which the peculiarities of the manifestation of traditional property rights in the mechanism of state ownership are highlighted. Based on the identified specifics, the current and long-term effects of the sale of public property are characterized, and a criterion for the effectiveness of its management is proposed, based on a change in the structure and level of satisfaction of the needs of various groups of the population and business. It is proved that the main effective organization of public property is to preserve the functions of strategic management from the real owner-the population, which should be ensured through the implementation of privatization and the mechanism of public responsibility of authorities and business structures.

The article analyzes the existing approaches and methods to assess the effectiveness of public management in the world practice. The quality management model Common Assessment Framework (CAF) and the Russian EPUS (Effective Public Service) created on its basis are analyzed, advantages and disadvantages, prerequisites necessary for the successful implementation of these models in Russian realities are highlighted. The integral Governance research indicator country snapshot (GRICS) and its components are considered, the graphical analysis of the Russian Federation's position in this rating in 2002-2018 are conducted. The features of the assessment of the Opacity index and the Public Integrity Index are investigated. The key disadvantages of methods for assessing the effectiveness of public management are justified and highlighted: ambiguous nature and complexity of measurement due to the lack of information base of the indicators used, internal unavailability of the public management system and subjective approach to the assessment.

Theoretical and practical features of state property management in Russia and abroad are considered in the article. The study of the modern use of state property in various fields allowed to identify a number of existing problems: performance evaluation of state-owned companies is carried out mainly on financial performance criteria; there are facts of default, inadequate quality of execution, dictatorship of a monopolist in the public procurement sector G2G; public financing of the private sector through procurement and direct budget allocation is in most cases inefficient and satisfies the interests of large capital; privatization does not fully ensure the strategic interests of the state, and is aimed at a one-time replenishment of budget resources. The necessity of creating a competitive and effective mechanism for the implementation of public property is substantiated.

In the article state property management based on its characteristics as a public property categories is explored. The existing public property management models are analyzed: “tragedy of the commons”, “prisoner's dilemma”, the logic of collective action and the design principles for the management of common resource. Their advantages and disadvantages for the state property are highlighted. The need to create of public mechanism of responsibility in the management of state property is substantiated, the conditions for its formation are formulated: the general socio-economic, organizational and economic and special conditions.

In the article the theory and practice of the organization and application tools of programme-target management of regional budget are explored. The ways to improve expenditure management of regional budget are substantiated, including: structuring of program objectives and their performers based on their interconnection with the needs of the population in the region; formation systems of cost management, efficiency and risk management of implemented comprehensive programs. Practical problems of improvement of the monitoring of target indicators and indicators of assessing the efficiency of the comprehensive programs are analyzed taking into account the experience of developed countries.