The main provisions of the strategy of social development of the armed forces. The failure of the social development strategy on the financial front

The Strategy is supposed to be implemented in three stages.
the first stage - 2008 - 2012;
the second stage - 2013 - 2017;
the third stage - 2018 - 2020.
Priorities social development Armed Forces include:
at the first stage (until 2012):
increase in the monetary allowance of military personnel to the level of 95 percent compared with the average wages of workers in the country's economic sectors;
provision of permanent and service housing for all military personnel who have the right and need it;
optimization of the military social infrastructure and bringing it into line with state standards, norms and requirements established in the relevant field;
increasing the satisfaction of military personnel with the availability and quality of services in the military social sphere to the level of 50 percent or more.
at the second stage (2013 - 2017):
an increase in the monetary allowance of military personnel to the level of 110 percent compared with the average wages of workers in the country's economic sectors;
provision of housing for servicemen through the accumulative mortgage system (up to 100 percent of those who expressed a desire to receive a mortgage loan for an apartment or 80 percent of those eligible for a targeted housing loan);
providing housing for all military personnel who acquire the right to receive housing in the year of dismissal;
improving the quality and efficiency of the activities of organizations in the social sphere of the Armed Forces to a level exceeding the corresponding parameters for the functioning of organizations in the social sphere of the civil sector;
increasing the satisfaction of military personnel with the availability and quality of services in the military social sphere to the level of 70 percent or more.
at the third stage (2018 - 2020):
an increase in the monetary allowance of military personnel to the level of 125 percent compared to the average wages of workers in the country's economic sectors;
reduction of the term for providing housing to military personnel recognized as in need of better housing conditions to three years;
completion of the transition to providing servicemen with housing according to service and official standards (from 60 to 250 square meters per family) subject to military rank and occupied military position;
improving the quality and efficiency of the activities of organizations in the social sphere of the Armed Forces to the level of the best world standards;
increasing the satisfaction of military personnel with the availability and quality of services in the military social sphere to the level of 90 percent or more.

VII. Complex of main events

Achievement of the general goal and solution of the objectives of the Strategy will be ensured through the implementation of a set of specific measures.
1) Improvement of culture and leisure, physical culture and sports, information and commercial and consumer services for military personnel and citizens dismissed from military service and members of their families:
culture and leisure:
introduction in all formations and military units of a guaranteed list of cultural and leisure services, determined by the Ministry of Defense;
development of all forms of services in the field of culture and leisure (theater and concert, museum, library, film and video services, services of dance floors and discos, game rooms / halls, club formations) for military personnel, civilian personnel and members of their families, regardless of places of deployment of formations and military units;
promoting the development of amateur artistic creativity of military personnel, members of their families and civilian personnel;
organization and holding of competitions, reviews and festivals of artistic amateur creativity;
interaction with civil cultural institutions, creative associations;
organization and holding of joint cultural and patronage events;
training, retraining and advanced training of managers and specialists (employees) in the field of cultural and leisure work of the Armed Forces;
modernization of the material and technical base, carrying out current and major repairs, ensuring explosion and fire safety of cultural institutions of the Ministry of Defense;
physical culture and sports:
propaganda development healthy lifestyle life;
study of physical culture and sports interests of military personnel;
training commanders and sports organizers in the methodology of conducting educational and training work;
organization and conduct of sports work among all categories of military personnel, taking into account their physical culture and sports interests, contributing to the strengthening of sports traditions;
conducting reviews of sports work;
construction of new and reconstruction of existing sports facilities, maintenance and overhaul of physical training and sports facilities;
provision of facilities with sports property, equipment and inventory;
Information Support:
equipping dormitories, barracks, libraries of cultural and leisure centers (Houses of Officers) with subscriber points of Internet access;
providing military units with periodicals;
equipping dormitories (barracks) for personnel with satellite receiving complexes and a cable network for high-quality reception of television and radio signals;
providing military units with a stable broadcast signal;
the transition of newspapers of the Ministry of Defense to 8-page format and color printing.
commercial and consumer services:
organization of trade support, public catering and consumer services for military personnel, civilian personnel of the Armed Forces, members of their families in places of performance of duties of military service (work), residence and in the field;
development of the military trade system, including:
improving the quality and expanding the range of goods and services;
raising the professional level of workers in trade, public catering, and consumer services;
development of the material and technical base of military trade by creating enterprises of a new type (shopping and leisure centers, minimarkets, cafes with a range of leisure services, consumer service complexes with a range of services), carrying out major and current repairs of existing facilities, replacing and updating outdated trade, technological and refrigeration equipment;
pursuing a price policy to curb price growth at military trade enterprises by monitoring prices, analyzing their relationship with the commercial sector, and eliminating emerging price distortions;
formation of a unified information system military trade;
providing targeted assistance and providing discounts on purchased goods, products and services to veterans of the Great Patriotic War, military personnel undergoing treatment in military medical institutions, and some other categories of consumers.
2) Improvement vocational education and training of military personnel and state civil servants:
military personnel:
improvement of the professional selection system;
optimization of the network of military educational institutions;
improvement of the educational and material base of military educational institutions;
increasing the scientific and pedagogical potential of military educational institutions;
achieving compliance with the level of military professional training of graduates of military educational institutions to modern requirements;
improvement of the organizational and economic mechanisms for managing the system of military education;
improvement of the system of additional professional education for servicemen;
providing targeted support to military educational institutions that implement innovative training programs;

Providing targeted support to the best teachers, doctoral students, adjuncts, students and cadets of military universities;
licensing and accreditation of training military units for the training of conscripted military personnel under programs of initial vocational education;
improvement of programs, combat training courses and other regulatory legal documents for the assignment of class qualifications;
creation of a system distance learning in all garrisons and places of compact residence of military personnel;
government civil servants:
professional development and professional retraining federal government civil servants of the Department of Defense.
3) Preservation and promotion of the health of military personnel, citizens discharged from military service, and members of their families, as well as civilian personnel:
prevention, diagnosis, treatment of current classes of diseases: HIV infection, tuberculosis, cardiovascular, dental diseases, etc.;
development of a system of medical examination and promotion of a healthy lifestyle in the Armed Forces;
preservation and strengthening of the physical and mental health of military personnel of the Armed Forces;
providing high-tech medical care;
providing sanatorium-resort treatment and organized recreation for persons who need it for medical reasons;
provision of preferential sanatorium-and-spa treatment for civilian personnel;
development of a system of medical and psychological rehabilitation and organized recreation for certain categories of military personnel after they have completed tasks that adversely affect their health (flight personnel, duty forces of the Navy, Strategic Missile Forces, KV, Airborne Forces, etc.);
providing free sanatorium treatment for families with many children;
organization of health-improving recreation for children of military personnel;
development preschool education military children;
improving the material and technical base of military medical units, units and institutions, as well as military sanatoriums and rest homes.
4) Improving the security of military service:
creation and organization of the functioning of a single information-analytical and methodological center(body) for ensuring the security of military service in the Armed Forces, which coordinates activities to ensure UA, as well as the collection, analysis, assessment of UA threats and the development of a unified scientific and methodological support;
identifying the best Russian and foreign experience in the field of military service security;
development and improvement of standards, norms and requirements for the security of military service;
organizational and technical measures to ensure the security of military service, involving:
creation and equipping of training grounds for the security of military service in military units (military educational institutions of vocational education);
classroom equipment for safety briefings ( study guides, posters, etc.);
equipment with visual aids of corners according to safety requirements in military units (canteens, boiler rooms, car parks, etc.);
injury prevention during military service;
prevention of traffic accidents and incidents during operation Vehicle;
prevention of suicidal incidents.
5) Improving the living conditions of military families:
construction of housing to provide families of military personnel eligible for permanent housing;
development of the accumulative-mortgage system of housing provision for servicemen;
the formation of service housing stock for the staffing of the Armed Forces at the location of military units;
providing servicemen and members of their families cohabiting with them with living quarters rented at the expense of the Ministry of Defense of the Russian Federation, in the absence of a service housing fund;
providing military personnel with compensation for sub-renting (hiring) of housing in full, taking into account the composition of the family and housing standards;
fulfillment of state obligations to provide housing for "categories of citizens established by federal legislation" (within the framework of the federal target program "Housing" for 2002-2010).
6) Increasing the size and improving the quality of the provision of monetary allowances to military personnel, wages to civilian personnel and pensions to citizens dismissed from military service:
bringing the size of the monetary allowance of military personnel and the wages of civilian personnel to a level corresponding to the importance of these types labor activity in the field of ensuring the country's defense capability, taking into account all the factors of complexity and danger of labor, including class qualifications, and forming a high competitiveness in the labor market;
setting the size of pensions for military personnel, including veterans, at a level that meets the goals of achieving social attractiveness and compliance with the complexity of military service;
making insurance payments and
temporary allowances for members of the families of servicemen who died in the line of military service;
introduction of mandatory control over the timeliness, correctness and completeness of payments (accrual and receipt) of monetary allowances to military personnel, wages to civilian personnel, pensions, including family members of military personnel, as well as insurance payments and lump-sum benefits to family members of military personnel who died in the line of military duties services.
7) Ensuring social protection of military personnel, civilian personnel of the Armed Forces, citizens discharged from military service, and members of their families:
development and implementation of an information system for collecting and summarizing information on social guarantees and compensations for military personnel, civilian personnel of the Armed Forces, citizens discharged from military service, and members of their families, posting it on the website of the Ministry of Defense;
development of a procedure for collecting, summarizing and publishing on the website of the Ministry of Defense information on social guarantees and compensations for military personnel, civilian personnel of the Armed Forces, citizens discharged from military service, and members of their families;
including priority socially significant categories:
children:
increasing the monetary income of military and civilian personnel with children;
organization of recreation and recreation for children of military personnel and civilian personnel, including in children's health camps Ministry of Defense;
material support (allowance) of pupils of military units;
organization of sanatorium recreation and treatment, as well as annual medical examination of children from large families of military personnel;
development of the material and technical base, improvement of the system of military professional orientation, improvement of the financial situation of the civilian personnel of the Suvorov military, the Nakhimov naval, the Moscow military music schools and cadet corps Ministry of Defense;
promotion of a healthy lifestyle among children and adolescents from among the pupils of military units, families of military personnel and civilian personnel of the Armed Forces;
development of a school-course network (circles, studios, courses) in the Houses of Officers, clubs of military units, houses of culture, etc., which are part of the system of military cultural institutions of the Ministry of Defense;
expanding the range of measures for patriotic education, supporting the activities of public patriotic associations (clubs) of children and youth;
organization of sports and recreational activities for children and adolescents from among the pupils of military units, families of military personnel and civilian personnel of the Armed Forces;
preferential trade and consumer services for preschool educational institutions of the Ministry of Defense;
military veterans:
improving pensions for military veterans;

Organization of sanatorium and resort rest and treatment, as well as annual medical examination of veterans of military service;
holding mass cultural and cultural entertainment events for veterans (holidays, performances, reviews, festivals, concerts, etc.), involving them in the patriotic education of children and youth;
providing targeted assistance to veterans of the Great Patriotic War, including those who are being treated in military medical institutions;
preferential trade and consumer services for veterans of military service;
payment of expenses for the burial of veterans of military service;
military family members who have lost their breadwinner:
the implementation of insurance payments and lump-sum benefits to family members of servicemen who died in the line of military service;
increase in the size of survivor's pensions, compensation payments and monthly allowances;
payment for the travel of family members to the place of burial (burial) of a serviceman;
promoting the realization of rights to better housing conditions;
medical support;
health resort provision;
payment for travel to the place of treatment and back;
preferential trade and consumer services;
assistance in obtaining vocational education;
referral to children's health institutions, camps and all-Russian children's centers "Eaglet" and "Ocean";
military wives (husbands):
organization of training for wives (husbands) of military personnel in educational institutions of higher and secondary vocational education, with the development educational programs part-time (evening) or in absentia learning using the distance method;
assistance in employment of wives (husbands) of servicemen;
social adaptation:
the creation of a network of regional military training centers that provide professional training for conscripted military personnel and military servicemen undergoing military service under a contract and retiring from military service;
formation of a network of preparatory departments at educational institutions of higher professional education for free training of soldiers, sailors, sergeants, foremen who are serving under a contract;
introduction of a system of state nominal educational certificates;
training in civilian professions for conscripted military personnel during the period of military service with the issuance of a state-recognized document on primary vocational education;
assistance to servicemen undergoing military service under a contract (with the exception of officers), whose continuous duration of military service under a contract is at least three years, in the use of the right of out-of-competition admission and training in state and municipal educational institutions of higher and secondary vocational education by part-time ( evening) or part-time education (informing, career guidance, counseling, etc.);
introduction of remote forms and methods of professional retraining in one of the civilian specialties of military personnel who have been serving under a contract for at least 20 years, in the year of dismissal from military service upon reaching the age limit for military service, expiration of military service or health status;
assistance in employment of citizens dismissed from military service.

VIII. The necessary conditions

To achieve the general goal and solve the problems of the Strategy, it is required:
improvement of legislation and legal support for the social development of the Armed Forces;
strengthening the role of innovations in the military-social sphere through the creation of mechanisms for identifying, studying and implementing the best domestic and world practice in the implementation of the Strategy;
development and implementation in the activities of the Ministry of Defense of modern mechanisms for managing military social sphere and related staff training;
creation of an automated information system for managing the social development of the Armed Forces;
providing information support for the implementation of the Strategy;
development of public-private partnership in the military-social sphere;
ensuring funding for the implementation of the Strategy from the following main sources:
federal budget;
budgets of subjects of the Russian Federation;
extrabudgetary funds.

IX. Risks

Significant risks of achieving the general goal of the Strategy, solving its tasks and obtaining planned results are due to the possible negative influence a number of military, political, social, economic and operational factors.
Partially managed risks include:
a possible significant increase in the planned terms for the approval and approval by the Government of the Russian Federation of the draft regulatory legal acts developed by the Ministry of Defense required for the implementation of the Strategy, as well as the terms for their consideration by the State Duma. To minimize the impact of this risk, it is planned to involve the main stakeholders in their discussion at the stage of developing draft documents, which should subsequently take part in their approval;
failure to achieve synchronous interaction with federal executive authorities, public authorities of the constituent entities of the Russian Federation and other interested parties. To prevent the impact of this risk, it is planned to carry out work to conclude and control the implementation of agreements on interaction with federal executive authorities, state authorities of the constituent entities of the Russian Federation, and other interested parties.
Unmanaged risks are:
outstripping growth of the average wage in the country compared to the growth of the monetary allowance of military personnel, the wages of civilian personnel of the Armed Forces and the level of pensions for persons who served in the military;
lack of production and construction capacities to ensure the implementation of the measures of the Strategy related to the construction of housing for military personnel, cultural and sports facilities, etc.;
a sharp rise in housing prices;
the possibility of participation of the Armed Forces in the performance of tasks in a state of emergency or armed conflict;
legislative change in the strength of the Armed Forces.
In the event of the impact of any of the above factors, it is planned to assess the scope and consequences of these factors, their impact on the achievement of the general goal, the achievement of the objectives of the Strategy and the achievement of planned results, and the appropriate adjustment of the Strategy.

X. Control mechanism

In order to ensure the implementation of the Strategy, achieve its general goal and solve problems, an appropriate control mechanism is being formed, which includes the following elements:
assigning responsibility for achieving the general goal, solving problems and fulfilling the planned indicators for the implementation of the Strategy to the relevant main and central departments of the Ministry of Defense, as well as other military command and control bodies;
creation of a working body in the Ministry of Defense (Commission for the implementation of the Strategy), the main task of which will be to make key decisions related to the control of the implementation of the Strategy. This body is expected to include representatives of all major stakeholders, including government authorities of the Russian Federation, public and scientific organizations;
creation of a monitoring system to track the implementation of indicators characterizing the achievement of the general goal and the achievement of the objectives of the Strategy;
annual review of the results of the implementation of the Strategy at meetings of the Collegium of the Ministry of Defense.
The Ministry of Defense manages the implementation of the Strategy and is responsible for the results achieved, coordinates the actions of all participants in the implementation of the Strategy, prepares within its powers the regulatory legal acts necessary for the implementation of the Strategy, generates reports on the implementation of the Strategy, monitors the progress of its implementation and its adjustment.
The Ministry of Defense provides public discussion of the results of the Strategy and their presentation in the media.
The Strategy Implementation Commission coordinates and makes decisions related to monitoring the implementation of the Strategy, which require agreement with representatives of all interested parties, and also ensures effective interaction between all interested parties in the framework of achieving the general goal and solving the problems of the Strategy.
The central authorities and other military command and control bodies are responsible and exercise control over the solution of the relevant tasks and the implementation of the measures of the Strategy, form and submit reports on the results achieved.
An annual report on the results of the implementation of the Strategy will be submitted to the President of the Russian Federation, the Government of the Russian Federation, the Federal Assembly of the Russian Federation, the Public Chamber of the Russian Federation.

Attachment 1

Designations and abbreviations
BVS - security of military service
Airborne - Airborne Troops
Navy - Navy
Armed Forces - Armed Forces of the Russian Federation
RF Armed Forces - Armed Forces of the Russian Federation
VPO - higher professional education
university - higher educational institution
KV - Space Forces
Ministry of Defense - Ministry of Defense of the Russian Federation
NGO - Primary Vocational Education
Subprogram GZhS - subprogram "State housing certificates"
Strategic Missile Forces - Rocket troops strategic purpose
Mass media - mass media
SPO - secondary vocational education
Strategy - Strategy for the social development of the Armed Forces of the Russian Federation for the period up to 2020

Appendix 2

Definitions
Military social infrastructure - a network of organizations subordinate to the Ministry of Defense that provide services in the field of culture and leisure, mass communications, physical culture and sports, healthcare, education, and consumer services.
Military consumers - military personnel, members of their families and the population in the places of service and residence.
The general goal (long-term strategic goal) is the specific state of certain characteristics of the social sphere of the Armed Forces desired by the Ministry of Defense in the long term, to which its activities are directed.
State social policy - a set of specific measures and activities of the state to create the most favorable conditions for the implementation of priority social needs social groups and the entire population of the country, maintaining their income, level of education, health care, culture, employment, security, etc.
Task (long-term strategic task) - specific, measurable, time-bound activities of the Ministry of Defense, aimed at achieving social meaningful results required for the successful implementation of the set general (long-term strategic) goal.
Stakeholders - federal, regional and municipal executive authorities, organizations, citizens who, in accordance with the law, have an interest in the results of activities in the field of social development of the Armed Forces and who can influence the development of this area.
The Social Development Index of the Armed Forces is one of the main indicators that characterizes the success of the implementation of the Strategy for the Social Development of the Armed Forces and is defined as the proportion of task indicators for which target values ​​have been achieved, among all task indicators.
Final socially significant results - the results of the implementation of the Strategy, characterizing the solution of the tasks set and the achievement of the established goal, incl. effects from the implementation of the Strategy for the main stakeholders (social, economic, political, military, etc.).
Control over the implementation of the Strategy - the process of monitoring, analyzing and evaluating the implementation of the Strategy within the available resources, assessing the achievement of the general goal and objectives, developing and adopting corrective management decisions.
Monitoring is a continuous process of monitoring the implementation of the Strategy.
The large family- a family with three or more children.
Immediate results - the results of the implementation of the measures of the Strategy, characterizing, among other things, the quantity (volume) and quality of the services provided, payments.
A program is a set of interrelated activities aimed at solving a specific problem and described by measurable target indicators.
The subsistence minimum is the cost estimate of the minimum set of food products necessary for a person, as well as the costs of non-food products and services, taxes and mandatory payments.
The register of social indicators is a structured set of data on indicators characterizing the achievement of the general goal, the solution of tasks and the results of programs for the implementation of the Strategy for the Social Development of the Armed Forces. The register contains key information on social indicators, including the name of the indicator, data on those responsible for achieving the indicator, the names of the corresponding goals, objectives, programs, the methodology for calculating the indicator (calculation methodology, initial data and sources of initial data), the target value of the indicator, the basis for its establishment, etc. The register is designed to ensure regular assessments of the social development of the Armed Forces, including the degree of implementation of the Strategy, and the adoption of timely corrective measures.
Registry social programs- a structured set of data on programs for the implementation of the Strategy for the Social Development of the Armed Forces. The register reflects generalized data on the results of programs that make up their social spending obligations, customers, program executors, validity periods, regulations that approved the programs, type of programs (federal target program, analytical program of the department, target program of the department). The creation of this tool will make it possible to obtain complete and complete information on the implementation of programs, reasonably adjust the composition, structure and content of programs in accordance with the general goal, objectives of the Strategy, and increase the effectiveness and efficiency of their implementation.
Register of social expenditure obligations - a structured set of data on social expenditure obligations, fixed by the relevant regulatory legal acts of the Russian Federation, the authority to execute which, in accordance with the legislation of the Russian Federation, is vested in the Ministry of Defense.
Efficiency - type of result measurement
atov activity, reflecting the degree of achievement of goals and objectives.
Risk - the probability of the occurrence of circumstances that impede the achievement of the general goal and the achievement of the objectives of the Strategy, the achievement of the planned results.
Social spending obligations are the obligations of the Russian Federation, a constituent entity of the Russian Federation, a municipality, stipulated by law, other regulatory legal act, contract or agreement, to provide individuals or legal entities, state authorities, local governments with the funds of the relevant budget for the implementation of social guarantees.
Social protection of military personnel, civilian personnel of the Armed Forces, citizens discharged from military service, and members of their families - the activities of state authorities, military administration and local self-government to create conditions for the realization of the rights and legitimate interests, freedoms and duties of these categories, as well as social guarantees and compensations arising from the peculiarities of military service.
The Social Development Strategy of the Armed Forces is a set of modern views, targets, principles and priorities in the activities of the Ministry of Defense, other federal state authorities and authorities of the constituent entities of the Russian Federation in the field of social development of the Armed Forces.
Poverty level - a normatively established level of monetary income of a person, family (household) for a certain period, providing a living wage.
Satisfaction level is an indicator that allows assessing consumer satisfaction with the quality and availability of any services, taking into account the significance of factors affecting the quality and availability of these services. The value of the indicator is expressed as a percentage.
Target value of the indicator - the desired value of the indicator of achievement of the general goal, task; the value of the indicator to be achieved.
Efficiency is a type of performance measurement that reflects the cost of acquiring input resources.
Efficiency is a type of performance measurement that reflects the transformation of inputs into outputs.

Annex 3
Passport Strategy

Title - Social development strategy of the Armed Forces of the Russian Federation for the period up to 2020
Basis for development - Instruction of the Minister of Defense of the Russian Federation dated July 5, 2007 No. 205/2/184
State customer - coordinator - Ministry of Defense of the Russian Federation
Main developers - Ministry of Defense of the Russian Federation Foundation "Institute of Economics and Social Policy"
General goal - Satisfying the social needs of military personnel, civilian personnel, as well as citizens discharged from military service, and their families, which will contribute to strengthening the country's defense capability and developing human capital
Main goals:
1. Improving culture and leisure, physical culture and sports, information and commercial and consumer services for military personnel, civilian personnel of the Armed Forces, citizens discharged from military service, and members of their families;
2. Improving vocational education and training of military personnel and state civil servants;
3. Preservation and strengthening of the health of military personnel, civilian personnel of the Armed Forces, citizens discharged from military service, and members of their families;
4. Improving the security of military service;
5. Improving the living conditions of military families;
6. Increasing the size and improving the quality of the provision of monetary allowances to military personnel, wages to civilian personnel of the Armed Forces and pensions to citizens dismissed from military service;
7. Ensuring social protection of military personnel, civilian personnel of the Armed Forces, citizens discharged from military service, and members of their families.

Implementation period - 2008 - 2020

Performers of the main program activities - Ministry of Defense of the Russian Federation
Final socially significant results:
Increasing the monetary allowance of military personnel to the level of 125 percent compared to the average wages of workers in the country's economic sectors;
Achievement of 80 percent of the amount of pensions of citizens dismissed from military service, of the amount of monetary allowance of military personnel;
Ensuring the equality of the average wages of civilian personnel of military units and organizations financed from the federal budget, and the average wages of workers in the country's economic sectors;
Provision of families of all military personnel eligible for housing with appropriate living quarters;
Reducing the death of military personnel by more than 3.8 times;
Increasing the proportion of military personnel who do not have diseases or have some deviations in their state of health, to the level of 90 percent or more;
Achieving compliance of the level of professional education and qualifications with the qualification requirements for the military position held for 100 percent of the officer corps;
An increase in the proportion of servicemen who passed the standards for physical training to "good" and "excellent", up to a level of 90 percent or more;
Increasing the share of free time of military personnel, civilian personnel and members of their families engaged in the consumption of cultural services, up to 30 percent or more;
Improving the quality and efficiency of the activities of organizations in the social sphere of the Armed Forces to the level of the best world standards;
Increasing the satisfaction of military personnel with the availability and quality of services in the military social sphere to the level of 90 percent or more;
Increasing the satisfaction of military personnel with professional service activities to the level of 90 percent or more;
Increasing the satisfaction of civilian personnel of the Armed Forces with professional service activities and work to a level of 90 percent or more;
The Armed Forces have reached a new qualitative level of social development that meets the increased requirements both for personnel (to the level of their professional, physical, psychological and intellectual training), and for the effectiveness of the performance by military personnel of their professional tasks to ensure security and protect the political and economic interests of the Russian Federation. Federations;
Achieving the level of social development of the Armed Forces, identical to the socio-economic indicators established in the armed forces most economically developed countries peace.

The “Strategy for the Social Development of the Armed Forces of the Russian Federation for the period up to 2020” (hereinafter referred to as the Strategy) was developed in order to meet the social needs of military personnel, civilian personnel, military pensioners and their families and was approved on March 28, 2008 by the decision of the Collegium of the Ministry of Defense of the Russian Federation. It was planned to implement the Strategy in three stages, the first stage covers 2008-2012.

The leadership of the Russian Federation pays special attention to the social development of the Armed Forces (AF) of the Russian Federation. Therefore, it would seem that everything that is done within the framework of the Strategy should be known not only to all military personnel, but to the whole society. However, the text of the Strategy has been published in a minor edition (cf. Military railroad. - 2008. - No. 19 and No. 20). On the website of the Ministry of Defense, only the name of the document is indicated. Civilian specialists can find it on a specialized website or on the ConsultantPlus website, where the order of the Ministry of Defense of the Russian Federation dated April 28, 2008 No. 241 is posted.

At the same time, the Strategy provides for the solution of a number of critical tasks in various areas of social policy in the following order:
1) culture and leisure, physical culture and sports, information and commercial services;
2) military education;
3) healthcare;
4) increasing the security of military service;
5) solution of the housing problem;
6) increase in monetary allowance (DD) and pensions;
7) ensuring social protection.

It seems to us that the procedure for solving problems in these areas should be different, since the size of the DD has highest value in improving the material support of military personnel. However, the preparation of management decisions on DD is delayed. An increase in the size of the DD should have entailed an increase in military pensions, but changes in this area are even more problematic, and therefore are being postponed.

The main conclusions on the problems of improving the DD of military personnel and military pensions are as follows:

• at present, the problem of a decent DD has been solved only for the military personnel of the Central Apparatus of the Ministry of Defense and, selectively, for a smaller part of the officers of the regular troops;
• the problem of increasing the DD of the bulk of the military has not yet been resolved, and in the period remaining before the promised deadline for its solution, it may remain unresolved;
• in relation to military pensions, there are trends of both a steady decrease in its level compared to the DD for military personnel, and convergence with the standards for pensions for the majority of the population of the Russian Federation.

• per last years families of servicemen and military pensioners are provided with an unprecedented a large number of apartments in the property (up to 100 thousand annually);
• on the official website of the Ministry of Defense, a section appeared "Housing for military personnel", which contains information about ready-made and under construction housing with reference to regions, legislative and regulations relating to housing. An important innovation of the section was the creation of the Unified Register of military personnel recognized as in need of housing;
• providing military personnel and their families with apartments should be considered as the most important action of the state, which has a “dual (military and civilian)” purpose, contributing to the growth of the well-being of the whole people;
• housing for military personnel, which is attractive to corrupt officials, can become an area for developing a number of effective mechanisms for introducing public control to fight corruption.

E.V. Trofimova- Ph.D., senior researcher military economics laboratories

Approved by the decision of the Board

Ministry of Defense of the Russian Federation

from 01.01.2001

http://www. *****/849/11876/41276/index. shtml

I. General provisions

The Social Development Strategy of the Armed Forces of the Russian Federation (hereinafter referred to as the Strategy) is a set of modern views, targets, principles and priorities in the activities of the Ministry of Defense of the Russian Federation, other federal state authorities and state authorities of the constituent entities of the Russian Federation in the field of social development of the Armed Forces .

The legal basis of the Strategy is the Constitution of the Russian Federation, federal constitutional laws, federal laws and other regulatory legal acts of the Russian Federation, as well as international treaties of the Russian Federation in the field of providing military security and social development.

The strategy is an integral part of the system of national security and socio-economic development of the Russian Federation as a whole and is focused on the implementation of transformations in these areas carried out in the Russian Federation for the period up to 2020.

The strategy develops relevant provisions military doctrine, the Concept of the National Security of the Russian Federation and the Strategy for the Construction and Development of the Armed Forces of the Russian Federation until 2020, specifies, in relation to the military and social sphere, the principles of the Concept for the long-term socio-economic development of the Russian Federation, taking into account national interests in the field of defense and social development.

The provisions of the Strategy are based on a comprehensive assessment of the state of the military social sphere and a forecast of its development, on a scientifically based determination of objective needs and real opportunities for ensuring the social development of the Armed Forces, as well as on a systematic analysis of the content and nature of the problems under consideration, domestic and foreign experience in military social development.

The provisions of the Strategy are the basis for constructive interaction between state authorities of the Russian Federation and its constituent entities, entrepreneurs and public associations to ensure complete solution problems of social development of the Armed Forces.

The strategy defines the general goal, objectives, expected results, principles of implementation, stages and priorities, a set of main activities, the necessary conditions, risks and control mechanism of the social development of the Armed Forces.

The provisions of the Strategy can be refined and supplemented taking into account changes in the military-political and socio-economic situation, the nature, scale and content of social problems, the conditions for construction, development and application military organization of the state, as well as be specified in the instructions on the social development of the Armed Forces and in other documents on issues of ensuring military security and social development of the Russian Federation.

II. The main problems of the military-social sphere

Construction and development of the Armed Forces on present stage is aimed at achieving new qualitative indicators in the field of increasing combat readiness and ensuring the country's defense capability, protecting its political and economic interests, as well as social protection of the servicemen themselves and their families.

The modernization of the key components of the formation and functioning of the Armed Forces, including recruitment, professional training of personnel, technical equipment and material support, imposes new requirements on the entire military-social sphere and the direction of the social development of the Armed Forces.

AT recent times The state pays more and more attention to the issues of social development of the Armed Forces, increasing the level of social protection of military personnel, citizens discharged from military service, and members of their families. At the same time, many problems in the military social sphere remain unresolved, including those arising from the new tasks of military organizational development.

Thus, the size of the monetary allowance of military personnel and the wages of civilian personnel of the Armed Forces and the trends in their change cause an increase in social tension, a decrease in motivation for military service, and an outflow of personnel, especially young specialists. The average growth rate of monetary incomes of military families is 1.2 times lower, and the share of military families with monetary incomes per family member that is less than the subsistence level is 1.6 times higher than in the Russian Federation as a whole. As a result, over 60 percent of servicemen are dissatisfied with their financial situation.

The imperfection of the existing system for calculating military pensions leads to an increase in the gap between the growth rate of pensions for people who have served in the military and the monetary allowance of servicemen.

The housing problem is acute. Over 122,000 servicemen and members of their families are in need of housing. Almost thirty percent of the families of officers and ensigns are not provided with official housing. About 40 percent of servicemen are not satisfied with their living conditions. main reason This is the lack of own housing. Military families have been on the waiting list for housing for five to six years. Monetary compensation for the sublease (hiring) of housing to military personnel does not fully cover their actual costs for these purposes throughout the territory of deployment of military units and institutions of the Ministry of Defense. The unresolved housing problem of servicemen leads to their early dismissal from military service and reduces the attractiveness of the military profession.

More than half of the servicemen are not satisfied with the availability, completeness and quality of medical services and medical support in general. Over a quarter of military personnel note the deterioration of the material and technical base of military medical institutions, the lack of modern medical equipment. A third of military personnel and more than 40 percent of civilian personnel face a lack of necessary medicines and medicines, as well as inflated prices for them. Until now, a system of medical and psychological rehabilitation of certain categories of military personnel has not been formed and is not functioning after they have completed complex and dangerous training and combat missions. Less than half of the servicemen assess their health as satisfactory, which indicates the insufficiency of measures to prevent diseases and protect the health of servicemen.

The conditions for military service do not meet state standards, norms and security requirements, as a result of which every year in the Armed Forces high level deaths and injuries of military personnel in the performance of their duties military service.

The level of military-professional training of servicemen continues to decline. The system of military vocational guidance for young people is ineffective, and the network of military educational institutions is suboptimal and highly costly. The outdated educational and material base and the insufficient level of the scientific and pedagogical potential of most military universities reduce the quality of graduate training. More than 45 percent of them complete their studies with a "satisfactory" degree, and about 15 percent are expelled during their studies or in the first years of military service.

The system of additional vocational education does not meet modern requirements either. The lack of interest of military personnel in improving their qualifications has led to the fact that more than 30 percent of officers do not meet the requirements for their military positions. The proportion of servicemen with advanced class qualifications remains stably low.

In the Armed Forces, there is a low level of satisfaction with the quality and availability of cultural, leisure and information services provided. Many cultural services remain unavailable in remote and closed military camps. At the same time, the opportunities provided by the global information network Internet are not effectively used. At an extremely low level is the material and technical security of cultural and leisure institutions. Only 8 percent of them are equipped with modern technical means(film distribution, sound broadcasting, etc.), about half of the institutions are in disrepair and require major repairs. In military libraries, up to 80 percent of the book stock is outdated. As a result of the current situation, cultural, leisure and information Services do not meet the growing needs of military personnel, civilian personnel and members of their families, and a significant part of the military personnel have virtually no opportunity to fill their free time with cultural activities.

The results of inspections of military units and military educational institutions of the Ministry of Defense indicate a low level physical fitness servicemen undergoing military service, both on conscription and under contract. Thus, the average level of physical fitness of military personnel in 12 percent of departments and military units participating in these checks is assessed as “unsatisfactory”, in 65.5 percent - only as “satisfactory”. Among the graduates of military educational institutions of vocational education in 2007. every fifth received unsatisfactory marks, almost every second was rated only as "satisfactory". Young officers have not only poor methodological skills in conducting training sessions, but they themselves are not physically prepared enough.

At military trade enterprises, in many cases, both an insufficient range of goods and services sold and an excess of prices for their individual types in comparison with other trade organizations are noted. This leads to dissatisfaction among military personnel and members of their families with the quality of the provided commercial and consumer services.

Citizens discharged from military service, as well as members of their families, experience difficulties in social adaptation to conditions civil life. The ever-growing need of retired military personnel for retraining in civilian specialties and assistance in finding employment is not fully satisfied.

Persistence of negative trends that have developed in the social sphere of the Armed Forces, may entail :

in the near future - deterioration in the morale and psychological state of military personnel, a decrease in the level of military discipline, a significant decrease in the prestige and attractiveness of military education, an increase in social tension in the families of military personnel, an increase in the number of emergencies associated with the death of military personnel in peacetime;

in the medium term - an increase in the number of people dismissed before the expiration of the service life (contract), the absence of those who want to conclude contracts, enter military schools, the Suvorov and Nakhimov military schools and cadet corps, the reduction in the staffing level of military units and institutions to a critical level;

long term - a decrease in the combat capability and combat readiness of the Armed Forces below a critical level, an increased threat of loss of sovereignty and territorial integrity of Russia.

To radically improve the state of the military social sphere, it is necessary to implement a system of long-term state measures. For these purposes, developed Strategy for social development of the Armed Forces of the Russian Federation for the period up to 2020.

III. General goal and objectives

General purpose The strategy is to meet the social needs of military personnel, civilian personnel, as well as citizens discharged from military service and their families, which will help strengthen the country's defense capability and develop human capital.

As part of achieving the overall goal of the Strategy, it is planned to solve the following tasks :

increasing the satisfaction of military personnel with the solution of the housing problem and the provision of services in the housing and communal sector to the level of 90 percent or more;

6) in terms of the monetary allowance of military personnel, wages of civilian personnel and pensions of citizens discharged from military service and members of their families:

the excess of the monetary allowance of military personnel by 25 percent compared with the average wages of workers in the country's economic sectors;

achievement of 80 percent of the amount of pensions of citizens dismissed from military service from the amount of monetary allowance of military personnel;

ensuring equality of the average wages of civilian personnel of military units and organizations financed from the federal budget, and the average wages of workers in the country's economic sectors;

increase in the share of payments of monetary allowances to military personnel made without violating the established deadlines, up to 100 percent;

increase in the share of salary payments to civilian personnel of the Armed Forces, made without violating the established deadlines, up to 100 percent;

increase in the share of pension payments to citizens dismissed from military service, made without violating the established deadlines, up to 100 percent;

an increase in the share of insurance payments and lump-sum benefits to family members of servicemen who died in the line of military service, made without violating the established deadlines, up to 100 percent;

7) in terms of ensuring social protection of military personnel, civilian personnel of the Armed Forces, citizens discharged from military service, and members of their families:

increasing the completeness and accessibility of information on social guarantees and compensations (all information on social guarantees and compensations must be posted on the website of the Ministry of Defense within 10 working days from the date of adoption / amendment of the relevant regulatory legal acts);

increasing the satisfaction of military personnel with the provision of social guarantees and compensations to the level of 90 percent or more;

including priority socially significant categories:

children:

elimination of poverty of families of servicemen and civilian personnel of the Armed Forces with children;

coverage of pupils of military units and children of military personnel various forms recreation and health improvement at the level of 75 percent or more;

increase in the share of enrolled in the military educational institutions vocational education among pupils of military units and children of military personnel who have a secondary (complete) general or secondary vocational education, up to a level of 60 percent or more;

increasing satisfaction with the availability and quality of services (medical, sanatorium, cultural and leisure, etc.) provided to children of military personnel and civilian personnel of the Armed Forces, as well as pupils of military units, to the level of 90 percent or more;

an increase in the share of graduates of the Suvorov military, the Nakhimov Naval, the Moscow military music schools and the cadet corps of the Ministry of Defense who entered military educational institutions to the level of 90 percent or more;

equipping dormitories, barracks, libraries of cultural and leisure centers (Houses of Officers) with subscriber points of Internet access;

providing military units with periodicals;

equipment of dormitories (barracks) for personnel with satellite receiving complexes and a cable network for high-quality reception of television and radio signals;

providing military units with a stable broadcast signal;

the transition of newspapers of the Ministry of Defense to 8-page format and color printing.

commercial and consumer services:

organization of trade support, public catering and consumer services for military personnel, civilian personnel of the Armed Forces, members of their families in places of performance of duties of military service (work), residence and in the field;

development of the military trade system, including:

improving the quality and expanding the range of goods and services;

raising the professional level of workers in trade, public catering, and consumer services;

development of the material and technical base of military trade by creating enterprises of a new type (shopping and leisure centers, minimarkets, cafes with a range of leisure services, consumer service complexes with a range of services), carrying out major and current repairs of existing facilities, replacing and updating outdated trade, technological and refrigeration equipment;

pursuing a price policy to curb price growth at military trade enterprises by monitoring prices, analyzing their relationship with the commercial sector, and eliminating emerging price distortions;

providing targeted support to the best teachers, doctoral students, adjuncts, students and cadets of military universities;

licensing and accreditation of training military units for the training of conscripted military personnel under programs of initial vocational education;

improvement of programs, combat training courses and other regulatory legal documents for the assignment of class qualifications;

creation of a distance learning system in all garrisons and places of compact residence of military personnel;

government civil servants:

advanced training and professional retraining of federal state civil servants of the Ministry of Defense.

3) Preservation and promotion of the health of military personnel, citizens discharged from military service, and members of their families, as well as civilian personnel:

prevention, diagnosis, treatment of current classes of diseases: HIV infection, tuberculosis, cardiovascular, dental diseases, etc.;

development of a system of medical examination and promotion of a healthy lifestyle in the Armed Forces;

preservation and strengthening of the physical and mental health of military personnel of the Armed Forces;

provision of high-tech medical care;

providing sanatorium-resort treatment and organized recreation for persons who need it for medical reasons;

provision of preferential sanatorium-and-spa treatment for civilian personnel;

development of a system of medical and psychological rehabilitation and organized recreation for certain categories of military personnel after they have completed tasks that adversely affect their health (flight personnel, duty forces of the Navy, Strategic Missile Forces, KV, Airborne Forces, etc.);

providing free sanatorium treatment for families with many children;

organization of health-improving recreation for children of military personnel;

IX. Risks

Significant risks of achieving the general goal of the Strategy, solving its tasks and obtaining the planned results are due to the possible negative impact of a number of factors of a military, political, social, economic and operational nature.

To the number partially managed risks relate:

a possible significant increase in the planned terms for the approval and approval by the Government of the Russian Federation of the draft regulatory legal acts developed by the Ministry of Defense required for the implementation of the Strategy, as well as the terms for their consideration by the State Duma. To minimize the impact of this risk, it is planned to involve the main stakeholders in their discussion at the stage of developing draft documents, which should subsequently take part in their approval;

failure to achieve synchronous interaction with federal executive authorities, public authorities of the constituent entities of the Russian Federation and other interested parties. To prevent the impact of this risk, it is planned to carry out work to conclude and control the implementation of agreements on interaction with federal executive authorities, state authorities of the constituent entities of the Russian Federation, and other interested parties.

Unmanaged risks are:

outstripping growth of the average wage in the country compared to the growth of the monetary allowance of military personnel, the wages of civilian personnel of the Armed Forces and the level of pensions for persons who served in the military;

lack of production and construction capacities to ensure the implementation of the measures of the Strategy related to the construction of housing for military personnel, cultural and sports facilities, etc.;

a sharp rise in housing prices;

the possibility of participation of the Armed Forces in the performance of tasks in a state of emergency or armed conflict;

legislative change in the strength of the Armed Forces.

In the event of the impact of any of the above factors, it is planned to assess the scope and consequences of these factors, their impact on the achievement of the general goal, the achievement of the objectives of the Strategy and the achievement of planned results, and the appropriate adjustment of the Strategy.

X. Control mechanism

In order to ensure the implementation of the Strategy, achieve its general goal and solve problems, an appropriate control mechanism is being formed, which includes the following elements:

assigning responsibility for achieving the general goal, solving problems and fulfilling the planned indicators for the implementation of the Strategy to the relevant main and central departments of the Ministry of Defense, as well as other military command and control bodies;

creation of a working body in the Ministry of Defense (Commission for the implementation of the Strategy), the main task of which will be to make key decisions related to the control of the implementation of the Strategy. This body is expected to include representatives of all major stakeholders, including government authorities of the Russian Federation, public and scientific organizations;

creation of a monitoring system to track the implementation of indicators characterizing the achievement of the general goal and the achievement of the objectives of the Strategy;

annual review of the results of the implementation of the Strategy at meetings of the Collegium of the Ministry of Defense.

The Ministry of Defense manages the implementation of the Strategy and is responsible for the results achieved, coordinates the actions of all participants in the implementation of the Strategy, prepares within its powers the regulatory legal acts necessary for the implementation of the Strategy, generates reports on the implementation of the Strategy, monitors the progress of its implementation and its adjustment.

The Ministry of Defense provides public discussion of the results of the Strategy and their presentation in the media.

The Strategy Implementation Commission coordinates and makes decisions related to monitoring the implementation of the Strategy, which require agreement with representatives of all interested parties, and also ensures effective interaction between all interested parties in the framework of achieving the general goal and solving the problems of the Strategy.

The central authorities and other military command and control bodies are responsible and exercise control over the solution of the relevant tasks and the implementation of the measures of the Strategy, form and submit reports on the results achieved.

An annual report on the results of the implementation of the Strategy will be submitted to the President of the Russian Federation, the Government of the Russian Federation, the Federal Assembly of the Russian Federation, the Public Chamber of the Russian Federation.

Designations and abbreviations

BVS- security of military service

Airborne- Airborne Troops

Navy- Navy

Armed forces- Armed Forces of the Russian Federation

RF Armed Forces– Armed Forces of the Russian Federation

HPE– higher professional education

university- higher education institution

HF- Space Forces

Ministry of Defence -

NGOs– initial vocational education

GZhS subprogram- subprogram "State housing certificates"

Strategic Missile Forces- Strategic Rocket Forces

mass media- mass media

SPO– secondary vocational education

Strategy- Strategy for social development of the Armed Forces of the Russian Federation for the period up to 2020

Definitions

Military social infrastructure- a network of organizations subordinate to the Ministry of Defense that provide services in the field of culture and leisure, mass communications, physical culture and sports, healthcare, education, and consumer services.

Military consumers- military personnel, members of their families and the population in the places of service and residence.

General goal (long-term strategic goal)- the specific state of individual characteristics of the social sphere of the Armed Forces desired for the Ministry of Defense in the long term, to which its activities are aimed.

State social policy- a set of specific measures and activities of the state to create the most favorable conditions for the implementation of the social needs of priority social groups and the entire population of the country, maintaining their income, level of education, health care, culture, employment, security, etc.

Objective (long-term strategic objective)- specific, measurable, time-bound activities of the Ministry of Defense aimed at achieving socially significant results required for the successful implementation of the set general (long-term strategic) goal.

Parties concerned- federal, regional and municipal executive authorities, organizations, citizens who, in accordance with the law, have an interest in the results of activities in the field of social development of the Armed Forces and which may influence the development of this area.

Index of Social Development of the Armed Forces- one of the main indicators that characterizes the success of the implementation of the Strategy for the Social Development of the Armed Forces and is defined as the proportion of task indicators for which target values ​​have been achieved, among all task indicators.

The results of the implementation of the Strategy, characterizing the solution of the tasks set and the achievement of the established goal, including the effects of the implementation of the Strategy for the main stakeholders (social, economic, political, military, etc.).

Control over the implementation of the Strategy– the process of monitoring, analyzing and evaluating the implementation of the Strategy within the available resources, assessing the achievement of the general goal and objectives, developing and adopting corrective management decisions.

Monitoring- a continuous process of monitoring the implementation of the Strategy.

The large family- a family with three or more children.

Immediate Results- the results of the implementation of the measures of the Strategy, characterizing, among other things, the quantity (volume) and quality of the services provided, payments.

Program- a set of interrelated activities aimed at solving a specific problem and described by measurable target indicators.

Living wage- valuation of the minimum set of food products necessary for a person, as well as expenses for non-food products and services, taxes and mandatory payments.

Register of social indicators- a structured set of data on indicators characterizing the achievement of the general goal, the solution of tasks and the results of programs for the implementation of the Strategy for the Social Development of the Armed Forces. The register contains key information on social indicators, including: the name of the indicator, data on those responsible for achieving the indicator, the names of the corresponding goals, objectives, programs, the methodology for calculating the indicator (calculation methodology, initial data and sources of initial data), the target value of the indicator, the basis to establish it, etc. The register is intended to ensure regular assessments of the social development of the Armed Forces, including the degree of implementation of the Strategy, and the adoption of timely corrective measures.

Register of social programs- a structured set of data on programs for the implementation of the Strategy for the Social Development of the Armed Forces. The register reflects generalized data on the results of programs that make up their social spending obligations, customers, program executors, validity periods, regulations that approved the programs, type of programs (federal target program, analytical program of the department, target program of the department). The creation of this tool will make it possible to obtain complete and complete information on the implementation of programs, reasonably adjust the composition, structure and content of programs in accordance with the general goal, objectives of the Strategy, and increase the effectiveness and efficiency of their implementation.

Register of social spending obligations- a structured set of data on social spending obligations, enshrined in the relevant regulatory legal acts of the Russian Federation, the powers for the implementation of which, in accordance with the legislation of the Russian Federation, are vested in the Ministry of Defense.

Efficiency- type of performance measurement, reflecting the degree of achievement of goals and objectives.

Risk- the probability of the occurrence of circumstances that impede the achievement of the general goal and the solution of the objectives of the Strategy, the achievement of the planned results.

Social spending obligations- obligations of the Russian Federation, a constituent entity of the Russian Federation, a municipality, stipulated by law, other regulatory legal act, contract or agreement, to provide individuals or legal entities, state authorities, local governments with the funds of the relevant budget for the implementation of social guarantees.

Social protection of military personnel, civilian personnel of the Armed Forces, citizens discharged from military service, and members of their families - the activities of state authorities, military administration and local self-government to create conditions for the realization of the rights and legitimate interests, freedoms and obligations of these categories, as well as social guarantees and compensations arising from the characteristics of military service.

Strategy social development of the Armed Forces - a set of modern views, targets, principles and priorities in the activities of the Ministry of Defense, other federal state authorities and authorities of the constituent entities of the Russian Federation in the field of social development of the Armed Forces.

Poverty rate- the normatively established level of monetary income of a person, family (household) for a certain period, providing a living wage.

Satisfaction level- an indicator that allows assessing consumer satisfaction with the quality and availability of any services, taking into account the significance of factors affecting the quality and availability of these services. The value of the indicator is expressed as a percentage.

Target value of the indicator- the desired value of the indicator of achievement of the general goal, task; the value of the indicator to be achieved.

economy- type of performance measurement, reflecting the cost of acquiring input resources.

Efficiency- type of measurement of performance results, reflecting the transformation of input resources into output results.

Passport Strategy

Ekaterina Gennadievna, in the Concept of the long-term socio-economic development of the Russian Federation, one of the most important strategic priorities for the period up to 2020 is the transition of the country to an innovative path, which sets as the main goal the achievement of leadership positions in the economy, the social sphere, and ensuring the country's security. As I understand it, these plans will be taken into account in the military department?

To effectively counter modern challenges and threats, we need a mobile, compact and highly professional army. In other words, we need an innovative army - an army that is in the top five best armies world, including the main socio-economic indicators.

What were the main priorities of this strategy?

At the center of the Social Development Strategy of the Armed Forces of the Russian Federation is the individual and the satisfaction of his needs in the most important areas of social development. Among them are culture and sports, education, medicine, security of military service, housing, monetary allowance, wage and pensions, social protection.

We have a clear understanding of what we want to achieve in each of these areas and how to do it.

How difficult was the work on developing the strategy?

I had to work hard. At the system level, the adopted national and sectoral concepts and strategies, federal targeted programs and national projects were studied, the experience of strategic management of the social sphere in the defense departments of NATO countries was analyzed, as well as dissertations prepared over the past 10 years related to the social development of the Armed Forces.

By order of the Ministry, a large-scale sociological study was carried out, which made it possible to comprehensively assess state of the art military social sphere and determine key directions its reform. Questioning of military personnel, civilian personnel, citizens discharged from military service, and members of their families also helped us a lot.

At the development stage, the materials of the strategy were openly discussed and found support not only within the Ministry of Defense of the Russian Federation, but also among the majority of state and public organizations defending the interests of military personnel and citizens discharged from military service, and members of their families. Including in the Defense Committee of the State Duma, the Defense and Security Committee of the Federation Council, the Public Chamber of the Russian Federation, Public Council under the Ministry of Defense, in veteran organizations, the Committee of Soldiers' Mothers.

The strategy defines not only the general goal, objectives, expected results, but also the principles, stages, a set of main activities, the necessary conditions, risks and a mechanism for monitoring the implementation of the strategy.

Ekaterina Gennadievna, who will benefit from the implementation of this strategy?

The strategy clearly identifies the main categories that social transformations are aimed at - military personnel (conscripted and contracted), civilian personnel, citizens discharged from military service, members of their families, including the most socially unprotected categories - children, veterans families that have lost their breadwinner.

The strategy not only sets the vector for the social development of the Armed Forces, but also determines what exactly each of these categories will receive in the most important areas of social development.

Very specifically, taking into account Russian and foreign experience, the criteria for achieving the general goal and objectives, as well as performance indicators and the algorithm for their calculation, are defined.

They were determined on the basis of similar targets of leading foreign defense departments (for example, the "proportion of healthy military personnel" indicator of 90% corresponds to the indicator of NATO armies), legal requirements (for example, training of civil servants 30%); best world practice (for example, the level of satisfaction with the quality of social services is 90%).

Behind each indicator is a program or a set of program activities that ensure the achievement of the specified target values.

These programs, as I understand it, are divided into temporary stages?

Quite right. The implementation of the strategy is expected in three stages, which correspond to the stages of implementation of the Concept of long-term socio-economic development of the Russian Federation: 2008-2012; 2013-2017; 2018-2020 years.

Ekaterina Gennadievna, what are the guarantees for the fulfillment of such grandiose plans?

Still under development in social strategy a fundamentally important component was laid down, on which the success of the implementation of the developed strategy largely depends - a clear mechanism for monitoring its implementation.

Among other control activities, it is planned to organize a monitoring system that allows tracking the implementation of indicators that characterize the achievement of the general goal and the solution of the objectives of the strategy.

We also plan to create a special working body - the Strategy Implementation Commission, which will include representatives of the main stakeholders, including government authorities of the Russian Federation, public and scientific organizations.

For the first time, civil society will be able to take part in monitoring the implementation of activities and programs that ensure the implementation of the strategy. The army becomes truly open.

Obviously, the adoption of this strategy is only the beginning of a big and hard work on the implementation of specific programs aimed at achieving the set goals:

Already today, the Ministry of Defense has begun to form the first stage of departmental targeted programs aimed at implementing the strategy. These programs will later be included in the Defense Department's 2009-2011 Results and Key Activities Report.

We understand that much remains to be done to bring the Armed Forces to a fundamentally new level of social development that meets the new tasks set for the Russian Defense Ministry. But we are ready for such a large-scale work.