Criteria and indicators of the effectiveness of social programs. Topic: Management of the company's social programs. measurability - the indicator can be measured in constant units

18.04.2020

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

HOW TO EVALUATE THE EFFICIENCY OF CORPORATE SOCIAL
PROGRAM

The most important tool management of social programs of the organization is an internal and external evaluation of the effectiveness social programs, on the basis of which the management of the organization decides either to prepare new social programs in the implemented areas in case of their successful implementation, or to determine new priorities for social programs in case of their ineffective implementation.

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

1) according to the totality of quantitative and qualitative indicators;

2) by the ratio of costs, results and long-term impact of the results of social programs;

3) if possible, apply methods to achieve the effectiveness of the organization's activities as a result of the implementation of corporate social programs.

Dictionary of personnel management. The social programs of an organization are a set of measures linked by resources, executors and implementation deadlines that provide effective solution priority corporate social tasks (internal corporate social program) or external social problems territory of residence (external corporate social program).

Grade- by the totality of quantitative
and quality indicators

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

Table 1

Indicators for evaluating the effectiveness of social programs
organizations in the main areas

N
n/n Direction
social programs
organizations Performance indicators of social programs
within this direction
1. Personnel development - the number of managers and specialists,

retrained;

for training and retraining of personnel;

Average level wages personnel;

Number of workers trained;

provision of a social package and bonuses
staff payments;

Number of hours of training per one
employee
2. Health and
safe conditions
labor - the number of employees who received vouchers
in rest houses, sanatoriums, dispensaries, etc.

at the expense of the organization;

The amount of funds allocated by the organization
for employee medical care
at the enterprise;

The amount of funds allocated by the organization
for occupational health and safety;

The amount of funds allocated by the organization
to maintain sanitary and hygienic
and ergonomic working conditions;

The amount of funds allocated by the organization
to support motherhood and childhood
3. Socially
responsible
restructuring - the number of retrained employees
from among those released from the organization;

The amount of funds allocated by the organization
for severance pay;

The amount of funds allocated by the organization
for the retraining of redundant employees;

The amount of funds allocated by the organization
to promote the employment of the released
employees
4. Environmental
activities and
resource saving - the number of landscaping campaigns carried out,

subbotniks and other similar events;

The amount of funds allocated by the organization
to organize an environmentally friendly
production process;

The amount of funds allocated by the organization
for the construction of treatment facilities
5. Local development
communities - the amount of funds allocated for participation
in charitable actions;

The amount of funds allocated by the organization
for programs and promotions to support
socially unprotected segments of the population;

The amount of funds allocated by the organization
to sponsor local cultural,

educational and sports facilities
and events;

The number of people who received in a particular
form of assistance from the organization;

The amount of funds allocated by the organization
to support childhood and youth;

The amount of funds allocated by the organization
to support housing and communal services
and objects of cultural and historical significance;

The amount of funds allocated by the organization
to support socially significant research
and campaigns
6. Conscientious
business practice - the amount of funds allocated by the organization
to publish information about the organization
for business partners, clients and others
parties (corporate website, information
brochures, etc.);

The amount of funds allocated by the organization
to conduct programs of cooperation with authorities
government controlled, associations
consumers, professional associations
and others public organizations;

The amount of funds allocated by the organization for
training of suppliers, business partners and others
interested in the activities of the organization
parties;

The amount of funds allocated by the organization
for small business assistance programs

At the same time, it should be noted that the sequence of these indicators reflects their significance in terms of providing information on social programs.

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

For example, in the direction of personnel development, the indicator of the number of employees who have undergone retraining is currently coming to the fore, and the indicator of the amount of funds allocated for retraining is receding into the background. This situation means that organizations refuse from the stereotype of evaluating the effectiveness of capital investments only by the amount of invested funds. At the same time, such an indicator as the number of workers who have been trained should be considered unimportant, since there is an undesirable tendency to employ unskilled personnel. Also, the indicator of the number of hours of training per employee is not a primary indicator, since organizations can receive different returns from different types and training programs, including their duration. As for the indicator of the average level of wages in the organization, it is present stage matters when it comes to middle and lower-level personnel, since the salary level of top management is very individual and depends on a number of objective and subjective factors.

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

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

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

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

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

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

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

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

The organization's costs for social programs include:

Financial resources;

Temporary resources;

Material resources (equipment, telephones, Internet, etc.);

Volunteer work and donations of employees of the organization.

The results obtained during the implementation of social programs include:

Additional resources mobilized (eg public funds, private donations, program partners' resources);

Concrete positive results in solving urgent social problems;

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

The long-term impact of the results of social programs is manifested in:

positive changes in public opinion and situations;

Contribution to the strengthening and development of the business as a whole.

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

Analyzing these results, the management of the organization should evaluate the effectiveness of the social program:

1) from an economic point of view;

2) from a social point of view;

3) in terms of benefits for business development and decide on the advisability of implementing social programs in these areas in the future.

Grade- if possible, use methods to achieve
efficiency of the organization as a result
implementation of corporate social programs

In this aspect, it is possible to assess how the results and long-term impact of the social program of the organization affect the achievement of the effectiveness of the organization's activities through the indicators of its main activities: financial performance, reduction in operating costs and the development of personnel policy and corporate culture.

1. Improvement financial indicators.

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

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

Russian corporate social practice also shows that effective social programs affect the increase in the capitalization of an organization, profit growth, and cost reduction when expanding a business, including geographically.

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

There are several factors that affect the improvement of the financial performance of the organization, which are directly related to the social programs of the organization. The assessment of these factors in comparison with the scope and content of social programs shows the level of correlation between the quality of social programs and the improvement of financial performance. These factors include:

Increasing the credibility of the organization on the part of partners and consumers;

Increasing the trust factor when choosing a product or service;

- "patriotism" of consumers, commitment to the organization's products;

Increasing the productivity of workers due to the reduction of social tension;

Growth in the value of the organization's shares;

Reducing the vulnerability of the organization, the number of conflict situations with the authorities, the press, non-profit organizations;

Competitive advantages when participating in tenders.

2. Reducing operating costs.

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

These include, for example, grant programs.

Most organizations in Russia receive dozens and hundreds of requests for help every year. Answering these appeals takes a lot of time for the employees of the organization, and large structures are forced to keep special employees whose task is to analyze requests for help. At the same time, more than 90% of applications, as a rule, are rejected, which negatively affects the image of the organization, reduces the credibility of consumers and the population as a whole.

One of the alternatives to parsing the flow of applications was the creation of Russian organizations' own grant programs.

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

3. Development of personnel policy and corporate culture.

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

For several years, Western companies have been considering the strategy of working with personnel through the prism of social responsibility, convinced of the effectiveness and economic benefits of this approach. It is multifaceted and includes a number of aspects: from the development of corporate culture and ethics to issues of human rights and industrial safety, but most importantly, all the declared principles of the organization's activities are a guide to action, really help to strengthen the team, and are not declarative. In some Russian organizations, the situation looks exactly the opposite - everything is spelled out and officially adopted - up to the corporate colors of the employees' clothing, and staff turnover is not decreasing.

Research shows that there is a clear relationship between employee loyalty and the amount of their salary, but most experts do not agree that loyalty is simply bought: sometimes people move to a new place with a pay cut. The level of loyalty is made up of various factors and largely depends on the employee's sense of personal comfort in the organization. That is why social programs aimed at increasing loyalty should work in a comprehensive manner, not being limited to a system of gradual wage increases.

International practice shows that social programs, in which the employees of the organization are involved, can become an important additional tool personnel policy, with the help of which management can positively influence each employee, developing and securing him in the organization. If we continue the bright and concise definition of the concept of corporate culture as a social glue, then social programs are one of the important components of this unique corporate tool. An effective social program does not spend, but brings profit to the organization by attracting and retaining the best specialists.

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

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

Literature

1. Information openness of social policy Russian companies. - M.: Association of managers, 2004.

2. How to fulfill a social order? Guidelines. - Perm: Stil-MG Agency, 2000, p. 100.

3. Konovalova L.N., Korsakov M.I., Yakimets V.N. Management of social programs of the company / Ed. S.E. Litovchenko. - M.: Association of Managers, 2003.

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

The most important tool for managing the social programs of an organization is the internal and external evaluation of the effectiveness of social programs, on the basis of which the management of the organization makes a decision either to prepare new social programs in the implemented areas in case of their successful implementation, or to determine new priorities for social programs in case of their ineffective implementation.

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

by the totality of quantitative and qualitative indicators;
by the ratio of costs, results and long-term impact of the results of social programs;
where possible, apply methods to achieve the effectiveness of the organization's activities as a result of the implementation of corporate social programs.

Dictionary of personnel management. The social programs of an organization are a set of measures linked by resources, performers and deadlines that ensure the effective solution of priority corporate social tasks (internal corporate social program) or external social problems of the territory of residence (external corporate social program).

Evaluation - based on a combination of quantitative and qualitative indicators

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

Table 1

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

N p/p	Direction social programs organizations	Indicators of the effectiveness of social programs within this direction
1.	Staff development	- the number of managers and specialists, retrained; for training and retraining of personnel; - the average level of staff wages; - number of workers trained; provision of a social package and bonuses staff payments; - number of hours of training per student employee
2.	Health and safe conditions labor	- the number of employees who received vouchers in rest houses, sanatoriums, dispensaries, etc. at the expense of the organization; - the amount of funds allocated by the organization for employee medical care at the enterprise; - the amount of funds allocated by the organization for occupational health and safety; - the amount of funds allocated by the organization to maintain sanitary and hygienic and ergonomic working conditions; - the amount of funds allocated by the organization to support motherhood and childhood
3.	socially responsible restructuring	- number of retrained employees from among those released from the organization; - the amount of funds allocated by the organization for severance pay; - the amount of funds allocated by the organization for the retraining of redundant employees; - the amount of funds allocated by the organization to promote the employment of the released employees
4.	environmental activities and resource saving	- the number of landscaping campaigns carried out, subbotniks and other similar events; - the amount of funds allocated by the organization to organize an environmentally friendly production process; - the amount of funds allocated by the organization for the construction of treatment facilities
5.	Local development communities	- the amount of funds allocated for participation in charitable actions; - the amount of funds allocated by the organization for programs and promotions to support socially unprotected segments of the population; - the amount of funds allocated by the organization to sponsor local cultural, educational and sports facilities and events; - the number of people who received in a particular form of assistance from the organization; - the amount of funds allocated by the organization to support childhood and youth; - the amount of funds allocated by the organization to support housing and communal services and objects of cultural and historical significance; - the amount of funds allocated by the organization to support socially significant research and campaigns
6.	conscientious business practice	- the amount of funds allocated by the organization to publish information about the organization for business partners, clients and others parties (corporate website, information brochures, etc.); - the amount of funds allocated by the organization to conduct programs of cooperation with authorities public administration, associations consumers, professional associations and other public organizations; - the amount of funds allocated by the organization for training of suppliers, business partners and others interested in the activities of the organization parties; - the amount of funds allocated by the organization for small business assistance programs

At the same time, it should be noted that the sequence of these indicators reflects their significance in terms of providing information on social programs.

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

For example, in the direction of personnel development, the indicator of the number of employees who have undergone retraining is currently coming to the fore, and the indicator of the amount of funds allocated for retraining is receding into the background. This situation means that organizations refuse from the stereotype of evaluating the effectiveness of capital investments only by the amount of invested funds. At the same time, such an indicator as the number of workers who have been trained should be considered unimportant, since there is an undesirable tendency to employ unskilled personnel. Also, the indicator of the number of hours of training per employee is not a primary indicator, since organizations can receive different returns from different types and training programs, including their duration. As for the indicator of the average level of wages in the organization, at the present stage it matters if we are talking about middle and lower-level personnel, since the level of wages of top management is very individual and depends on a number of objective and subjective factors.

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

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

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

The organization's costs for social programs include:

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

The results obtained during the implementation of social programs include:

additional resources mobilized (eg, public funds, private donations, program partners' resources);
specific positive results in solving urgent social problems;
benefits received for business development (all those specific benefits that we talked about in the first chapter of the study).

The long-term impact of the results of social programs is manifested in:

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

Analyzing these results, the management of the organization should evaluate the effectiveness of the social program:

from an economic point of view;
from a social point of view;
from the point of view of benefits for business development and decide on the advisability of implementing social programs in these areas in the future.

Evaluation - if possible, apply methods to achieve the effectiveness of the organization's activities as a result of the implementation of corporate social programs

Improving financial performance.

However, numerous studies conducted in the US and European Union countries (in particular, the Business for Social Responsibility monitoring in the US and the London Benchmarking Group in the UK) confirm that organizations that have implemented a well-thought-out social responsibility policy show higher profits compared to competitors operating in the same market segment.

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

Reducing operating costs.

These include, for example, grant programs.

One of the alternatives to parsing the flow of applications was the creation of Russian organizations' own grant programs.

Development of personnel policy and corporate culture.

International practice shows that social programs, in the implementation of which the employees of the organization are involved, can become an important additional tool for personnel policy, with the help of which the management can positively influence each employee, developing and securing him in the organization. If we continue the bright and concise definition of the concept of corporate culture as a social glue, then social programs are one of the important components of this unique corporate tool. An effective social program does not spend, but brings profit to the organization by attracting and retaining the best specialists.

"Experimental field" of the reader

Viktor Agafonov, HR Director, AMO ZIL

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

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

Literature

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

N. Nenashev

State Tax Inspector

Federal Tax Service of Russia for the Kaluga Region

Introduction

1. Effects of evaluation of social programs

1.1 Social effect

1.2 Economic effect

1.3 Financial effect

2. Strategic planning when developing social programs

3. Indicators of performance evaluation

Conclusion

Bibliographic list

INTRODUCTION

In crisis situations, during the period of modernization of society and its transitional states, the role of strategic search efforts to get out of the crisis, to ensure a breakthrough in the main directions, inevitably increases. This function is performed by social programs and projects that are able to determine the optimal ratio of strategic and tactical tasks, the progressiveness of their movement. A special issue is the definition of their effectiveness.

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

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

The passport of target programs includes the following items: name; the date of the decision on the development of the project, program; customer; main developer of the program; goals and objectives of the program; terms of implementation; list of main subprograms; executors of subprograms and main events; volume and sources of financing; expected end results of the program implementation; system for organizing control over the execution of the program. Given these parameters, it is possible to determine indicators for evaluating the effectiveness of social programs.

1. EFFECTS OF EVALUATION OF SOCIAL PROGRAMS

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

1.1 Social effect

The social effect can be obtained at several levels:

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

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

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

At the level of services through: activation of internal resources; attraction of external resources; improving the competence and professional skills of employees; expansion of the list of services; developing partnerships with organizations providing the same services.

The assessment of the growth of human capital is determined on the basis of individual sources: through educational and other activities; through volunteer activities and fundraising for public services

1.2 Economic effect

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

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

1.3 Financial effect

The financial effect can be obtained from three components: attraction of additional funds during the implementation of the program. The amount of additional funds raised for any activities and for the program as a whole constitutes the financial effect; reducing the cost of services. The financial effect in this case is the reduction of current costs through the use of economical technologies that lead to a reduction in certain costs; avoiding high costs in the “no support” situation of the program. In addition to the effects described above, others can be included as a result of the implementation of program activities. To substantiate the results, reports should include photos, videos, audio recordings, as well as publications, publishing literature and other materials confirming the results obtained.

2. STRATEGIC PLANNING IN THE DEVELOPMENT OF SOCIAL PROGRAMS

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

The social program is the content and plan of activity outlining the main goals and objectives of solving social (th) problems (would), the nature of the activities, clarifying the timing of execution and determining the participants in the processes and their role functions.

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

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

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

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

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

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

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

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

3. PERFORMANCE MEASUREMENTS

In order to determine the effectiveness of the social program, final analytical and financial reports are provided on the activities performed and other events implemented within the framework of the program, with the following indicators:

Quantitative indicators, they are determined by:

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

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

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

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

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

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

Qualitative indicators, they are determined by:

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

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

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

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

Currently, there is no unified system of methods for assessing the effectiveness and quality of institutions social services or social service systems in a particular area. All proposed assessments are not comprehensive, covering only one side (or some sides) of the activity of the object under study.

Thus, the quantitative indicators of the coverage of the population with social services, the availability of institutions, the set of their functions do not give an idea of the qualitative side of the object; subjective assessments by clients of the activities of social services are quite important, but, as management theory has long established, they mainly reflect their emotions (complain or admire most often those who have found some deviations for better or worse, or people with a special character warehouse). Finally, the degree of public awareness of the need for social services significantly affects the nature of the assessment given by clients. Therefore, although the constant research of the opinions of clients is an indispensable part of the work of social services, social management professionals should be well aware of the relativity of the results obtained using such tools. Social expertise should also be mentioned among the evaluation methods.

Assessment of the current state of a social facility involves solving the following tasks:

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

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

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

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

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

big effect in economic management provide targeted programs. Deciding predominantly economic tasks, target programs in connection with this and on the basis of this solve many very diverse social programs. Social measures of any targeted program are aimed at improving the living conditions of people, they are designed to prevent or reduce social tension, prevent social conflicts.

CONCLUSION

In practice, the evaluation of the effectiveness of social programs is carried out in two interrelated areas: the evaluation of economic efficiency and the analysis of the social effectiveness of programs. Economic efficiency is easier to determine, it is tangible, theory and practice have accumulated a lot of techniques that make it possible to analyze the economic efficiency of individual activities or programs as a whole with the necessary completeness. As for the social effectiveness of programs, so far we can only talk about the development of approaches to its definition.

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

REFERENCES

1. V.V. Tkachenko Educational and methodological complex in the discipline "Technology of development of social programs" for students of full-time, part-time and part-time reduced forms of education in the specialty 040101 "Social work". - Blagoveshchensk: Amur State. un-t, 2007. - 64 p.

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

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

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

5. Technologies of social work: Textbook under the general. ed. prof. E.I. Single. - M.: INFRA-M, 2001. - 400 p. - (Series " Higher education»)

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Introduction

1. Effects of evaluation of social programs

1.1 Social effect

1.2 Economic effect

1.3 Financial effect

2. Strategic planning in the development of social programs

3. Indicators of performance evaluation

Conclusion

Bibliographic list

INTRODUCTION

1. EFFECTS OF EVALUATION OF SOCIAL PROGRAMS

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

1.1 Social effect

The social effect can be obtained at several levels:

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

1.2 Economic effect

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

1.3 Financial effect

2. STRATEGIC PLANNING IN THE DEVELOPMENT OF SOCIAL PROGRAMS

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

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

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

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

3. PERFORMANCE MEASUREMENTS

Quantitative indicators, they are determined by:

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

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

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

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

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

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

Qualitative indicators, they are determined by:

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

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

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

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

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

Assessment of the current state of a social facility involves solving the following tasks:

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

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

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

CONCLUSION

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

REFERENCES

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

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

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

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

Similar Documents

Social projects, principles, priorities and classification of social programs. Pre-project analysis, planning, development, acceptance and approval social project, its implementation and making adjustments, summing up the results of the project.

abstract, added 01/11/2011

The process of development of society. Conceptual approaches to the sociological study of social problems, their diagnostics. Criteria and methods for substantiating the programmatic solution of social problems. Methods of forming the target structure of the social program.

thesis, added 07/29/2009

The concept of the quality of social services. Definition of criteria and indicators for evaluating the effectiveness of social services. The system of control over the activities of departments and employees of the institution. The main factors affecting the quality of social services.

abstract, added 08/16/2014

The concept of cultural and leisure programs. Modern technologies in carrying out cultural and leisure programs. Innovative forms of cultural and leisure programs. Development of social technologies in the field of culture and leisure. modern entertainment industry.

term paper, added 06/23/2016

Criteria and indicators of the effectiveness of social policy. Analysis of the degree of social stratification and orientation social mobility. Indicators of social tension. Social efficiency - the ratio of costs for social events.

term paper, added 06/19/2014

Social policy is a fundamental component of public administration. The essence of the most important technologies used in social policy. Strategic planning in the development of social programs. Social expertise and social diagnostics.

test, added 02/20/2009

Monitoring of federal and regional legislation on the development of the social sphere in the Russian Federation. Analysis of indicators characterizing the standard of living of the population. Forecasting and regulation of wages. Evaluation of the effectiveness of social programs in the region.

thesis, added 01/02/2014

Theoretical and methodological foundations in the study of social responsibility. Ethics in context organizational culture. Features of building social programs in business. Interests of business owners and managers in the process of program implementation.

thesis, added 07/16/2017

The activities of social services aimed at providing social services, implementing social rehabilitation and adaptation of citizens in difficult life situation. Service quality. The quality system of social service institutions.

presentation, added 12/08/2013

The concept of social policy and its main functions, state of the art in Russia and problems in the context of reform political system society. The process of functioning of the social sphere of Livny, analysis of the existing social programs of this city.

Plan 2 1. Main methodological approaches to assessing the effectiveness of social programs 2. General requirements to the program as a tool for assessing socio-economic efficiency 3. Algorithm for calculating the socio-economic efficiency of social programs macroeconomic, demographic and budget forecast forecasting demand for services specifics of assessing the socio-economic efficiency of social programs at different stages of preparation and implementation of the program cost assessment for program implementation 4 An example of calculating the socio-economic efficiency of a child protection program

Why evaluate the effectiveness of social programs? 3 Assessing the long-term financial implications for budgets at various levels from social programs planned to implementation Finding optimal solutions to save budget spending Demonstrating the contribution of social programs to the creation of a public good Demonstrating benefits innovative technologies in the social sphere Justification of the allocation of budgetary funds for social programs in comparison with programs and projects of economic development

4 Type of management Cost management Results management Program management Target value of the performance indicator: 100% compliance with the budget estimate / program budget Minimum costs for a given direct result (economical) Maximum social result for a given cost What is the object of control: Targeted spending of budget funds Fulfillment of quality requirements and the volume of services, as well as the regulations (process) for the provision of services Achievement of social results and effects Method of cost planning: Drawing up and justifying the budget of program costs / itemized cost estimates Competitive selection service provider according to specified criteria of quality of services at the lowest cost Identifying alternative ways to achieve goals Budgeting the program in the context of activities and services Main characteristics of various types of resource management

What is the result of the program implementation? 5 Social program Immediate results of the program implementation Socially significant results of the program implementation Social effects Cost of resources / process of providing services / performing works / carrying out activities Services provided / number of recipients Activities performed Works performed Changes in the status of service recipients (target group) as a result of participation in the program Changes in lives of service recipients (target group) and society as a whole

Immediate results - volume of services / number of activities. Despite the fact that these indicators contain valuable information, they do not answer the question of whether a socially significant result is achieved as a result of the implementation of the program 6 Results and effects generated by social programs Socially significant results characterize the result of the program implementation for its participants and determine the extent to which program objectives have been achieved. Indicators of socially significant results reflect qualitative changes in the state of the target groups targeted by the program, or social environment generally.

Examples 7 Immediate results of the program Socially significant results of the program - social results and effects Number of students per computer Number of children attending afterschool groups Number of students who took part in competitions, reviews, festivals and competitions in total strength of students average score based on the results of the Unified State Examination The share of students who achieve "good" and "excellent" The share of winners in the Olympiads at various levels in the total number of students participating in the Olympiads The percentage of recipients of the service expelled for poor performance medical examinations) number of visits per doctor per day (shift) certification medical workers percentage of early-stage/neglected diseases according to the profile of a specialist doctor percentage of cases of discrepancy between diagnoses when sent to a hospital and clinical diagnosis of a hospital decrease in the number of influenza cases during epidemic periods as a result of immunization of the population provision of soft equipment in residential institutions number public buildings equipped with devices for people with limited mobility The number of children who received free trips to summer camps for schoolchildren the number of families in crisis who underwent rehabilitation satisfaction of service recipients with the quality of service provision / lack of justified complaints the proportion of citizens receiving services at home who have maintained their usual lifestyle (they were not placed in a hospital / boarding house) improvement in health indicators (growth, level of physical development etc.) children who had a rest in children's health camps

Resource inputs / investments Activities / Services: immediate results Social results and social effects Main approach: social efficiency 8 Example

Cost of Resources/Budget Appropriations/Investments Budget revenues, cost savings or budget cuts Main approach: economic efficiency 9 Example Construction new school in the district center made it possible to reduce budget expenditures on the maintenance of ungraded schools in nearby rural areas settlements

Cost of resources in value terms/Budget appropriations/Investments Social results and effects that can be expressed in value (monetary) terms Main approach: socio-economic efficiency 10 Example children deprived of parental care The main approach is to identify and evaluate the social results and social effects of programs and compare these results and effects with the costs of implementing the program

Cost approaches to measuring and evaluating the results and effects of social programs The cost of a unit of immediate result is cost-effectiveness (those solutions are economical when there are fewer costs per unit of the finished product) Efficiency - the degree to which the planned result is achieved Cost-benefit analysis ) - cost assessment of all results and effects of the program, including purely social ones (assessment of socio-economic efficiency involves taking into account only those results that can be directly expressed in cost units) 12

Examples of social outcomes and effects that have a value content 13 Growth in real or expected income (or cost savings) of beneficiaries and their families Change in income and expenses of other members of society due to changes in the status of participants in social programs Saving public resources as a result of a reduction in the need for state support certain categories citizens Change (reduction) in demand for specialized social services Increasing public revenues by increasing the employment or labor productivity of participants in social programs Others

Basic principles of evaluation The goal of the program should be formulated in terms of the final socially significant results and effects of the program (rather than the implementation of the planned list of activities) The evaluation of socio-economic efficiency at the planning stage should cover the entire life cycle of the program Accounting for all income and expenses related to the implementation of the program Evaluation of “what will happen” if the program is not adopted and implemented Assessment of the risks accompanying the implementation of the program Accounting for the time factor 15

Limitations 16 Not all social outcomes and social effects can be valued Not all social programs can be classified as social investments Social effects are distant in time from the implementation of the program Causal relationships leading to social outcomes are ambiguous

What is social investment? Resources directed to the social sphere in order to obtain social results and effects, expressed in improving the quality of life and increasing the independence of beneficiaries, developing their knowledge and skills, and having a long-term nature Investments Immediate results Social results Social effects Expenses of resources under the program (material, labor, financial and other resources) Services provided Measures taken Change in the status of beneficiaries as a result of participation in the program What has changed in the lives of beneficiaries and society as a whole as a result of the program implementation Results and effects of social investments

Evaluation algorithm 18 I Determine the goals and indicators for achieving the program goal We determine the socio-economic results (results and effects that can be measured in terms of value) effects of the program in value terms III Calculate full cost programs We calculate the socio-economic efficiency of the program

An example of calculating socio-economic efficiency: a program to accompany families in SOPs a decrease in the number of cases of deprivation of parental rights among program participants (preservation of the birth family for a child) children who participated in the program and had clearly expressed signs of developmental delay corrective) Kindergarten, and then to a regular (not correctional) general education school; parents participating in the program overcame difficulties and got a job 19 To assess the socio-economic effectiveness of the program, only one of these three effects was selected - the preservation of the birth family for the child (the child did not end up in a residential institution or under guardianship)

Determination of social results and effects in value terms Cost of one year of a child's stay in a residential institution: 400 thousand rubles Cost of a child's stay in care: 78 thousand rubles per year The average length of a child's stay in a residential institution is 5 years 5 years 20

Period (n) Number of children who will not end up in residential institutions as a result of participation in the program 10 2 Number of children who will not be placed in care as a result of participation in the program 50 3 Discount rate d0.1 4 Inflation (rate) 0 5 Service parameter (1+d )1,1 6Discount factor denominator (1+d)^n1,001,101,211,331,4 7Discount factor (1/(1+d)^n1,000,90,830,750,680,62 8 prices The cost of keeping 1 child in a residential institution during the year, in current prices The present value of keeping 1 child in a residential institution by years for 5 years The total present value of keeping 1 child in a residential institution for 5 years institutions, total Guardian allowance per child per year, constant prices Guardian allowance per child, current prices (adjusted for inflation) Present value of guardianship payments per child by year over 5 years Total present value of guardianship payments per child over 5 years Cumulative present value of savings from reducing the influx of children into care Total savings Program expenditures Adjusted program expenditures, total Socio-economic efficiency of the program 2.19

The result of the evaluation of the socio-economic efficiency of the program "Relatives and Friends" The result of the calculation of the socio-economic efficiency of the program - 2.19 - means that each ruble invested in the implementation of the program brings 2 rubles of savings in public resources (savings in budget funds)