In accordance with the procedure approved by the decree of the Government of the Russian Federation for the development, approval and implementation of federal target programs of the Russian Federation, the target program is proposed to have the following sections:

• the content of the problem and the need to solve it by programmatic methods;
• the main goals and objectives of the program;
• system of program activities;
• resource support of the program;
• the mechanism of implementation of the program;
• organization of program management and monitoring of its implementation;
• assessment of the effectiveness, socio-economic and environmental consequences of the implementation of the program.

The typical structure of the target program, which meets modern ideas about the program approach, takes into account the existing shortcomings in its implementation and can be considered as an element of the theoretical model of the target program.

Taking into account the structure of the target program, the following main elements can be proposed in its theoretical model.

1. Objectives of the program. Management theory considers the goals of management programs as pre-determined, programmed results of meeting the needs that the program focuses on achieving.

In modern conditions, an increase in the standard of living of the population of the city of Moscow as a result of overcoming a problematic situation should be considered as a public need in relation to this program. To meet this need, general and private strategies are focused, which determine the general, intermediate and private goals of the program. The general goal of the program is based on the overall strategy and is formed to achieve a certain result in its implementation by the end of the program period. Such a goal in the program can be set only in a generalized form as an increase in the standard of living to a certain value. Currently, only such a generalized statement of the general goal can be recognized as scientifically justified. The fact is that the development of the city of Moscow is a multifactorial phenomenon, it is not yet possible to take into account the influence of all factors on it and quantify them. In addition, the general goal of the program should be realistic.

It is advisable to give a comprehensive character to the general goal, i.e. it should relate not only to the entire life activity of the city as a whole, but also to its individual types and directions. If the general and other goals of the program are complex, then with all the differences in specific negative manifestations, it is possible to distinguish those categories and types of them that have largely homogeneous sources and causes, and to influence them in a certain way.

Step-by-step solution of the problem by programmatic methods implies the allocation of intermediate goals that should be formulated in relation to the stages of the program.

Private strategies determine the private goals of the program, which can be aimed not only at achieving a given level, but also at its stabilization. Private goals may also relate to the optimization of the activities of the information security agencies of the metropolis. These goals can essentially define specific subroutines.

All goals should be formulated in the program based on the analysis of the state of ensuring the level of information security of the metropolis, taking into account the forecast of the impact of system-wide measures provided for by federal target programs aimed at ensuring the development of the individual, society, and the metropolis.

2. Objectives of the program. Management theory distinguishes its tasks from the goals of the program. If the goals are the desired result of the program, then the tasks are decisions, actions and measures that are planned to be implemented by a certain moment of its implementation. In other words, the goals to achieve them are translated into the language of tasks.

The general goal expresses the final result of the implementation of the overall strategy for ensuring the information security of the metropolis at the required level. This is obviously the main task to be solved during the development and implementation of the program. But setting only the main task in the program is clearly insufficient, subsequent specification of tasks is required to achieve the goals outlined in private strategies.

Within the framework of the program solution of the main task, it is necessary to provide for various groups of specific tasks.

It is advisable to include in one of the groups of specific tasks: solving organizational issues of program development; ensuring the implementation of the program; establishing the procedure for adjusting and summarizing the program. When drawing up a program, this group of specific tasks can be taken beyond its scope into organizational documentation.

Of course, the list of specific tasks formulated with a significant degree of generalization is not exhaustive. In the draft program, these tasks will be detailed to the level of issues arising in the practice of the Moscow Government. In addition, it is necessary to take into account that only the most relevant and promising tasks are taken, the solution of which is to be incorporated into the draft program. This list can be supplemented, for example, by specific tasks of socio-economic development of the city. When drawing up a program, as a result of analysis and forecasts of the development of the situation, specific tasks can be clarified.

Thus, specific tasks follow from private strategies and are, in essence, the core of the future program. Together with proposals for possible solutions, they will form an information base for the program. It is assumed that each specific task or part of it (question), together with the proposed solution and its reasoning, will be presented when forming the tasks and works of the program. When presenting tasks , the following scheme should be observed , if possible:

• the essence of the task or its part (question);
• specific proposals for its solution, subject to urgent implementation with appropriate justification;
• proposals for the future (where possible) and their justification.

Proposals subject to urgent implementation are those that should be implemented in the near future. By solutions for the future, we mean those that are subject to implementation during the remaining term of the program.

There are still such tasks that can be called private in relation to the program. They are solved directly in the course of the Moscow Government’s activities in everyday conditions, and their inclusion in the program is impractical. As a rule, such tasks relate to specific situations. This, of course, does not mean that some particular tasks, given their possible development, cannot be considered during the preparation of the program.

3. The system of program activities. It includes a set of subprograms, the implementation of which ensures the achievement of private goals, and in the aggregate – the result planned under the program (the general goal). Each of the subprograms combines a set of activities. In general, an event in the program is understood as a set of actions localized in time and space to solve problems. In accordance with this, each event is characterized by a subject performing actions; an object on which actions are performed; quantified indicators of costs and results. The nature of the program’s activities in connection with the inclusion of various fields of activity in it can be very diverse. The program is supposed to consider activities related to any stage of the implementation of general and private strategies.

In the course of designing the activities that make up the main content of the program, the conditions for their effective implementation should be determined – the organizational structure of management, information support, personnel selection, material and technical base, economic conditions for their implementation, etc. Along with this, each event of the program is characterized by the amount of resources required for its implementation; the relationship of interdependence, i.e. for each event it should be indicated what it is conditioned by and what activities it itself determines; the duration of implementation.

When building a system of program activities, the following principles should be observed:

• each event must be tied to certain objects and subjects, in the absence of at least one pair – object and subject – this pair must be created within the framework of the program, i.e. no event should hang in the air; its specific purpose and specific performer must be indicated;
• the complex of measures should be complete and at the same time not excessive. In other words, a set of measures should be an unambiguous plan or instruction for achieving the final result;
• deleting the description of at least one event makes this plan uncertain.

The variability of the program at the level of activities is due to the possibility of achieving the same results in solving problems in various ways, which may differ in the composition of organizational, legal, managerial, technical and other measures.

After defining a certain set of program activities as a hierarchically ordered subset and determining their interdependence, it is necessary to consider the resulting complex, firstly, from the point of view of technological consistency and resource availability, and secondly, from the standpoint of ensuring the greatest efficiency of solving the problem.

4. Resource support of the program. The resources spent on the program are an interconnected set of material resources that are used for its implementation. When forming and analyzing a set of measures, the description of the total cost of resources must meet the following requirements:

• the totality of all types of resources must be presented with an indication of the sources of their receipt by the periods of implementation of the program;
• the costs of the program must be calculated for the full cycle (including the costs of research and development of the program). At the same time, the full costs of the program should be taken into account, which include direct costs for the implementation of measures defined in it and related costs for the implementation of supporting measures. It is advisable to allocate the volume of expenditures of scarce resources, indicating the sources of their receipt.

5. The effectiveness of the program. Since, in general, the purpose of developing a program is to solve a problem, then, obviously, the following aspects should be included in the concept of program effectiveness:
   • the degree of improvement of indicators characterizing the state of the socio-economic situation in the metropolis as a result of the implementation of the target program in comparison with existing ones;
   • the amount of resources spent on the implementation of the program and the functioning of the information security system of the metropolis, attributed to the resulting effect (in quantitative terms);
   • indirect impact of the implementation of the program activities on the achievement of other goals of the life system of the city of Moscow.

The most effective way to solve the problem, which will correspond to the optimal version of the program, is a method that ensures an acceptable compromise between costs and results. The term «compromise» seems more appropriate here than the concept of «optimum», since the repeatedly emphasized multi-purpose nature of the problems ultimately forces the use of decision-making procedures based on the concept of compromise.