General characteristics and mission of the municipal formation Kameshkovsky district. Powers, mission and goals of the railway district administration Formation of a system of goals

POSITION

About the Administration of the President of the Republic of Kazakhstan

This provision, in accordance with the Constitution of the Republic of Kazakhstan, legislative and other regulatory legal acts of the Republic of Kazakhstan, determines the status, mission, main tasks and functions, powers, organization of work of the Administration of the President of the Republic of Kazakhstan.

General provisions

1. The Administration of the President of the Republic of Kazakhstan (hereinafter referred to as the Administration) is a state body formed by the President of the Republic of Kazakhstan (hereinafter referred to as the President), directly subordinate and accountable to him.

2. The administration and its employees in their activities are guided by the Constitution, laws, acts of the President of the Republic of Kazakhstan, these regulations, as well as other regulatory legal acts.

3. The administration is a legal entity in the organizational and legal form of a state institution, has seals and stamps with its name in the state language, standard forms, as well as bank accounts, including foreign currency ones, in accordance with the legislation of the Republic of Kazakhstan.

4. The structure and staffing of the Administration are determined by the President.

5. Full name of the Administration: “State institution “Administration of the President of the Republic of Kazakhstan”.

6. Legal address of the Administration: Republic of Kazakhstan, Astana city, Yesil district, Akorda residence.

7. The activities of the Administration are financed from the republican budget.

Mission and main tasks of the Administration

8. The mission of the Administration is high-quality and timely information, analytical, legal, protocol, organizational, documentation and other support for the activities of the President.

9. The main tasks of the Administration are:

1) ensuring the implementation of the powers of the President:

in the field of foreign policy;

in the field of socio-economic and other areas of domestic policy;

in the field of defense capability and state security;

in the field of legal policy, law and order;

in the field of personnel policy;

in relation to the Parliament of the Republic of Kazakhstan (hereinafter referred to as the Parliament);

in relation to the Government of the Republic of Kazakhstan (hereinafter referred to as the Government) and central executive bodies;

in relation to the Constitutional Council of the Republic of Kazakhstan;

in relation to courts and judges;

in relation to the Central Election Commission of the Republic of Kazakhstan;

in relation to local representative and executive bodies, akims of regions, cities of republican significance and the capital and in the field of regional politics;

in relation to government bodies directly subordinate and accountable to him;

2) ensuring the activities of the Secretary of State of the Republic of Kazakhstan (hereinafter referred to as the Secretary of State), the Assembly of the People of Kazakhstan, the Supreme Judicial Council and consultative and advisory bodies under the President;

3) other tasks established by the legislation of the Republic of Kazakhstan and (or) determined by the President.

According to the Federal Law of October 6, 2003 No. 131-FZ “On the General Principles of the Organization of Local Self-Government in the Russian Federation,” the Municipal Administration is the executive and administrative body of local self-government. It is endowed by the Charter of the Moscow Region with the powers to resolve issues of local importance, as well as the powers to exercise certain government powers delegated to local self-government bodies by federal laws and laws of constituent entities of the Russian Federation. The administration of the Moscow Region has the rights of a legal entity. The local administration is led by the head of the local administration on the principles of unity of command. The head of the administration may be the head of the municipality, or a person appointed to the position of head of the local administration under a contract, cat. based on the results of a competition for filling a position, the appointment is made through approval by a representative body. The administration carries out its activities in accordance with legislative and other regulations of the Russian Federation and the constituent entities of the Russian Federation, the Charter of the Moscow Region, decisions of the representative body, and municipal legal acts. IPA adopted within the competence of the Administration of the Moscow Region are mandatory for execution by all bodies, enterprises, institutions and organizations located on the territory of the Moscow Region, regardless of subordination and forms of ownership, officials and citizens.

AMO Mission - improving the quality of life of the population of Moscow Region. Target – optimization of the distribution of resources and powers to effectively solve current problems, namely: high-quality and effective solutions to VSW and the implementation of certain state powers, based on the interests of the population, taking into account history. and other local traditions.

Resources: 1) financial (MO budget, taxes, investments) 2) material (municipal property, land, real estate, infrastructure) 3) human (municipal employees, population (for example, for public works)) 4) legal 5) administrative (government - the ability to hold accountable).

Org. managment structure: linear-functional. Head of the Moscow Region (Head of the Moscow Region, or an official working under a contract and who has passed the competition) Deputy Heads of the Moscow Region heading various committees (for example, the deputy for housing policy heads the committee for housing policy of the Moscow Region). To manage the industries and areas of the local economy within the Moscow Region, on the basis of decisions of the head of the Moscow Region, departments, committees, and departments are created that are directly subordinate to the head of the Moscow Region and his deputies. Results of activities: IPA, various events in the Moscow Region, budget.

Resources: 1) financial (MO budget, taxes, investments) 2) material (municipal property, land, real estate, infrastructure) 3) human (municipal employees, population (for example, for public works)) 4) legal 5) administrative (those in power have the opportunity to be held accountable).

Ext. Wednesday- factors influencing from the outside: a set of factors that are independent of MA, but have a significant influence on it: these are political, economic, social. and legal impacts.

Direct impact aircraft(microenvironment): fed. OGV, region OGV, p/o LSG, taxpayers, polit. P-tii and general communities, population - the main S assessment of the results of MA activities and consumption.

Aircraft of indirect impact: Geographical environment (natural and artificial), influencing: time. slave modes; types and architecture of the building and soor th; developing needs and meeting them; Biosphere; Technosphere; The nation, its density, demogr. and social s-you: influences the placement of enterprises, their expenses for food supply; Sociocult. f-ry: k-ra, NTP, watered. f-ry, intl. environment, global economic situation

Conclusion. 1) X-ki ext. environment: complexity, polymorphism, unpredictability, mobility. 2) Edge of m/y internal. and int. environment - blurred, they are interconnected, not so internally. The environment influences the external, but also vice versa.

Internal structure of local administration- this is a complex organizational and functional unity of leading officials, its apparatus and divisions. The structure of the Administration is approved by the representative body of the Moscow Region on the proposal of the head of the Administration of the Moscow Region. When determining the internal structure of local administration, management criteria are the main ones. To manage the sectors and areas of the municipal economy, committees, departments, directorates, departments, sectors and other structural divisions for sectoral and functional purposes are created within the administration, directly subordinate to the head of the municipality and his deputies (you can tell about the structure of your municipality). Administration apparatus forms a set of internal structural units and its main purpose is to provide assistance to the governing bodies of the administration. The apparatus is entrusted with legal, organizational, technical and economic services to the administration. Traditionally, the apparatus is formed by departments: general, organizational, control, legal, information and analytical, etc., reception of requests from citizens, personnel service, press service, advisers, assistants, etc. tell the external environment and relationship in your own words - this is communication with the population, enterprises of various forms of ownership, state government, etc., this also includes the legislation of the Russian Federation and the subject.

Formulating a mission is the most important stage in the strategic management of a municipality. The article substantiates the need to choose a mission and analyzes the main differences between the mission and the vision and brand. An analysis of the main distinguishing features of the district’s mission from the organization’s mission is carried out, and their main similarities are also considered. The main classifications of the mission of a municipal entity are studied depending on the selected criterion. Successful formulations of existing missions of organizations or territories are considered, in which distinctive features are effectively used, such as: historical facts, fiction and mythology, spatial associations, modern trends. The main points that should be avoided when formulating a mission are given so that it does not become a negative factor in the socio-economic development of the area. The article also provides an analysis of the concept of mission and substantiates the need for its creation for the municipality.

features of the formation of the mission of a municipal entity.

strategic management

municipal mission

mission of the organization

1. Current issues in the development of municipalities / edited by. ed. prof. K. N. Bartsitsa, prof. V.V. Bakusheva. – M.: Publishing house RAGS, 2008. – 300 p.

2. Ansoff I. Strategic planning. – M.: Economics, 2004. – 489 p.

3. Wikipedia ttp://ru.wikipedia.org/wiki/%CC%E8%F1%F1%E8%FF_%EE%F0%E3%E0%ED%E8%E7%E0%F6%E8%E8

4. Gnevko M.V. Innovative development of municipal formation. – St. Petersburg: IEU, 2008.

5. Gruzdev A. Regional development strategy: goals, advantages, development technology // Society and Economics. – 2008. – No. 1. – P. 115-120.

6. Zotov V.B., Makasheva Z.M. Municipal management: Textbook for universities. – M.: UNITY - DANA, 2007.

Introduction

One of the actively developing methods of managing and improving state and public regulation of socio-economic processes in the territories is proven methods and techniques of commercial management, transferred to the practice of municipal management. The most striking example of this is the strategic management of a municipality, and the most important element of the strategic plan is the mission statement.

What is the organization's mission and why is it needed?

The concept of “organizational mission”, a derivative of which is the concept of “mission of a municipal entity” that interests us, has firmly entered the modern management lexicon in recent decades due to the development of strategic management and scientific ideas about organizations as complex systems, largely determined by the activity of the human factor.

Mission is one of the most controversial concepts in modern management. Some consultants say that a mission is something without which any organization cannot become successful. Others, such as Jack Trout and Steve Ryvkin, write bluntly: “Organizational missions are nothing more than unnecessary confusion, and the hype about corporate missions and visions is much like the crowd's admiration for the naked king's new dress. Most organizations' mission statements have little impact on their business." Still others suggest using the concept of a business idea instead of a mission for the needs of strategic analysis and planning. Still others say that there are no serious reasons to look for a mission for the existence of small commercial organizations and it is also difficult to determine the mission for organizations whose activities are strictly regulated from above. However, in the case of corporations and large business organizations, the problem of defining a mission becomes one of the most difficult problems.

Despite the fact that the concept of “organizational mission” is debatable, it has been proven in practice that it has brought a lot of benefits to organizations that have correctly formulated their mission and adhered to its direction.

If an organization does not have a mission, its leadership must understand the negative consequences of its absence:

Inconsistency: in the event that there is no single direction of development in the organization, a situation often arises when various projects and programs turn out to be uncoordinated and come into conflict with each other.
Difficulties in planning: if it is not known in which direction the organization should develop, then it is difficult to make any plans, since there is no benchmark to which to strive.
Formation of a negative image(inside and outside). If no one can explain to clients, partners and employees why an organization operates in the market, this undermines its authority. As a result, this can lead to a gradual cooling of relationships with partners and clients. Employees, not understanding why they work, begin to experience dissatisfaction and a desire to change jobs.

Mission identification

Most often, a mission is confused with a district's vision or brand.

Mission and Vision

The fundamental difference between a mission and a vision is that a mission reveals a course of action, shows how certain goals or visions are achieved. Vision, in turn, is a picture of the future, how ideal the state of affairs seems to be that the company is striving for.

Mission and brand

The concepts of mission and brand are quite similar, but not identical to each other. The mission refers, rather, to the philosophical and cultural level of discussion about the prospects for the development of the area, and the brand - to the socio-economic and political. Therefore, mission and brand should complement, but not replace each other.

Differences between the mission of the organization and the mission of the municipality

Although the missions of the organization and the municipality have much in common, they also have many significant differences.

An organization's mission is the overall purpose that expresses the reason for its existence. It usually details the status of the organization, declares the principles of its work, statements and actual intentions of management, and defines the most important characteristics of the organization.

The mission of a municipality is a clear designation of the common goal of development of government and business in the direction of improving the quality of life of the population of the area and increasing the efficiency of communications with the external environment. The mission formulates fundamental ideas about the meaning of the life of the local community.

Below are the main differences between the formation of the mission of an organization and a municipal entity.

Components of mission formation	Mission of the organization	Mission of the municipality
Prerequisites for the formation	shortcomings in the organization of enterprise management negative consequences of being carried away by short-term, isolated projects features of the organization managers' preferences	shortcomings in the organization of municipal management miscalculations made in choosing development directions negative consequences from the implementation of short-term projects uncertainty in resource allocation social tension economic decline
Main stages of formation	creation of a mission development team analysis of external and internal factors, opportunities and threats mission statement communicating the mission to all employees of the organization and to all stakeholders of the organization	management's awareness of the need to develop a mission conducting sociological surveys creation of a commission to develop a mission attracting external consultants and specialists analysis of internal and external factors, characteristics of the territory, opportunities and threats mission statement Agreeing on the mission statement with all stakeholders communicating the mission to the population and all stakeholders
Who shapes	management of the organization	district administration representatives of the business community population (using sociological surveys) invited consultants and specialists
Formation goals	focusing employees on a common goal creating or changing the climate and culture of the organization introduction of a system of formal planning in the organization ensuring the transformation of the organization's goals into a working structure consolidation of the organization’s image in the representation of subjects of the external environment	leadership, control and motivation of the socio-economic development of the region as a whole and at the same time as an integral part of the regional and Russian economy introduction of a formal planning system rallying and activating the population around common goals maintaining social stability implementation of the PR function, communication of competitive and territorial advantages formation of a certain direction of development establishing a framework or standard for resource allocation reduction in subsidies to the region
Whose interests should be taken into account?	employees shareholders clients partners society	regional and federal authorities local people and community business community external partners
What to pay attention to when developing	history of the organization, distinctive features main product (service) main market for sales technological production system key competencies of the organization statements and intentions of management	unique features of the territory history, traditions, culture, way of life environment, economic and geographical location features of the territory's economy sociodemographic characteristics of the population resource potential of the territory direction of the development vector

Thus, we can conclude that when forming the mission of an organization, the main attention is paid to the economic component, and the social component, if there is one, fades into the background, and the basis for forming the mission of a municipality is to improve the quality of life of its population. It should also be noted that the formation of the district’s mission should not be carried out in isolation from the general vector of development of the region and the country as a whole.

Classifications of municipal missions

Since the concept of “mission” came from the strategic management of an organization, the classifications of missions were borrowed from there, and when forming the mission of a municipal entity, they can be used in their original form.

According to the extent of information

Based on the extent of information, missions are divided into short and extended versions. The short version of the mission is 1-2 short sentences - a brand slogan, aimed primarily at creating an image in society.

The second - extended version of the mission is most often formulated for internal use and should detail all the necessary aspects of the mission, including:

purpose of operation,
area of activity,
philosophy,
methods for achieving goals,
methods of interaction with society (social policy).

Depending on the situation, you can choose any option, but more often the second is suitable for a municipality.

According to the degree of information reliability

According to the degree of reliability of information, missions are divided into two types.

The first is a vocation, a special, unique purpose in the vast and complex world of municipalities, associated with the main functions performed and target groups.

The second is a declaration developed by the municipality and, as a rule, distributed within and outside it, describing ideas about vocation, purpose, etc., i.e. about the mission in the first form.

The optimal situation seems to be when a municipal entity formulates a mission based on a real in-depth analysis of its stakeholders, values, opportunities and limitations, key abilities and advantages, without demagoguery and unjustified self-promotion.

By the nature of the information

Based on the nature of the information, missions are divided into three types.

Mission-destination is a narrow but specific understanding and designation of a type of activity, an idea of the meaning of existence.

Mission orientation is a broad, detailed idea of the system of values that management adheres to, which, at least in general terms, makes it possible to judge behavior in relation to all interested parties.

Mission-policy - concentration of main goals and a clearer idea of development directions for the near future and for the future.

Features of the formation of the mission of a municipal entity

The mission must be characterized by:

Realism- compliance with the resource, managerial, territorial and socio-economic capabilities of the municipality.

Specificity- based on the unique features of the area.

Effectiveness- focus on performing certain actions, showing activity, motivating all subjects of strategic planning.

Transparency - the mission must be understandable both to entities living in the region and to external partners. A district has a mission not when it is formulated, but when it is understood and shared by the population and external partners.

When forming a mission, it is necessary to consider that:

the mission of the territory is an information message that ensures effective communication with both internal entities and external partners;
the mission answers the questions “Why?”, “For what?”, it carries information about the purpose, the meaning of the existence of the municipality, about what the territory gives to the external environment and the internal environment (the population);
the mission of the municipality answers the question “For whom?”, it informs about whose needs are met in the process of its practical implementation;
the mission performs a certain advertising and PR function, indicating the territorial and competitive advantages of a given municipality;
the mission gives the development process a certain direction, since development, change for the better without movement is impossible;
the district's mission has a pronounced social orientation and connection with the direction of development of the region and the country as a whole.

In order for a mission to satisfy the above properties, the idea for its formulation can be gleaned from familiarization with successful formulations of existing missions of organizations or territories that successfully use distinctive features.

Historical facts, associated with the name and functions in the past.
Tula has strong associations with samovars, gingerbread and weapons. The mission of the city of Balakhna was connected with the events of overcoming the Troubles of 1612 and the name of Prince Pozharsky. Nizhny Novgorod tried to restore its former glory as the fair center of Russia.

FictionAndmythology. The attractiveness of a territory for tourists can be influenced not only by real historical facts, but also by fiction.
In Russia, certain cities “registered” fairy-tale characters: Father Frost - Veliky Ustyug in the Vologda region, Snegurochka - Kostroma, Kashchei the Immortal - Staritsky district of the Tver region.

Spatial associations. This category includes the derivation of the meaning of the strategic development of a city from its spatial location. Thus, the city of Torzhok, located on the Moscow-St. Petersburg highway, used the crossroads archetype when developing its strategy. Also, the sources of the mission can be such images as “the gateway to Europe”, “the center of Siberia”, “the pearl of the Volga”, etc.

Modern tendencies. The trend of globalization makes it possible to form the identity of a world city, which the city of Nakhodka tried to take advantage of. The trend of expanding international contacts is being exploited by St. Petersburg and Krasnodar.

What should not be in the mission of a municipal entity

There are examples where an unsuccessfully formulated mission of a municipality has become a negative factor in its socio-economic development. In this regard, it is necessary to consider the points that must be avoided when forming it.

the mission is aimed at the future and should not depend on the current state of the area;
the mission should not contain specific instructions as to what, how and in what time frame should be done. It sets the main directions of development and attitude to the processes and phenomena occurring in the municipality;
the mission must be formulated in such a way that it excludes the possibility of ambiguous interpretation, and is absolutely clear to all entities interacting with the area, especially residents of the area;
When defining a mission, two points should be avoided: both excessive specification and excessive vagueness;

Conclusion

Development of a mission is the starting point of any improvement of the management system, since the definition of a mission is necessary in order to identify what the main objective of the activity is.

There can be no ready-made recipes in approaches to creating a mission. Moreover, as experience shows, defining and formulating a mission is a long and difficult process, closely related to accumulated experience and the establishment of traditions, that is, with what is called way of life and culture.

Reviewers:

Mazelis L. S., Doctor of Economics, Associate Professor, Director of the IIBS Institute, Vladivostok State University of Economics and Service, Vladivostok.

Solodukhin K.S., Doctor of Economics, Professor, Professor of the Department of Mathematics and Modeling, Head of the Strategic Planning Laboratory, Vladivostok State University of Economics and Service, Vladivostok.

Bibliographic link

Pleshkova T.Yu. FEATURES OF FORMING THE MISSION OF A MUNICIPAL EDUCATION // Modern problems of science and education. – 2013. – No. 5.;
URL: http://science-education.ru/ru/article/view?id=10223 (access date: 02/01/2020). We bring to your attention magazines published by the publishing house "Academy of Natural Sciences"

Mission of the municipality

The mission of the local government bodies of the village of Ust-Ordynsky is:

Ensuring the vital activity of the municipality, which consists in the maximum and effective implementation of various economic and socio-political functions aimed at meeting the needs of the population and organizations operating in the territory of the settlement. The work is determined by regulations, orders of authorities, requests and complaints from the population, and the need to ensure successful work in the area of municipal services.

Problems of eliminating landfills and solid waste on the streets of the village of Ust-Ordynsky

It is necessary to eliminate spontaneous landfills of solid household waste located according to the following landmarks: the abandoned building of the former State Sanitary and Epidemiological Supervision Center, abandoned residential buildings, the building of the former Ust-Orda printing house, the abandoned building of the district television and radio broadcasting; along the embankment of the Kuda River beyond the territory of the private residential sector; near apartment buildings; at the end of Mira Street opposite houses No. 6 and No. 4; within a radius of 100 meters from the coal boiler house in the northern and eastern direction; on the left side behind residential buildings in the area of the MaKeNa cafe; on the western side from the intersection of Timiryazev and Khangalov and the former airport (the area of the former field camp) at a distance of 500 meters; along Kalandarshvili in the area of the pedestrian bridge; in the courtyard of Kirova street 56; organize the collection and removal of solid household waste from the private sector.

- According to clause 18, part 1, art. 14 of the Federal Law of October 6, 2003 No. 131-FZ “On the general principles of organizing local government in the Russian Federation” issues of local significance of settlements include, incl. organization of collection and removal of household waste and garbage;
- According to Art. 51 of the Federal Law of January 10, 2002 No. 7-FZ “On Environmental Protection”, production and consumption waste is subject to collection, use, neutralization, transportation, storage and burial, the conditions and methods of which must be safe for the environment and regulated by the legislation of the Russian Federation ;
- In accordance with Art. 13 of the Federal Law of June 24, 1998 No. 89-FZ “On Production and Consumption Waste”, the territories of municipalities are subject to regular waste clearance in accordance with environmental, sanitary and other requirements. The organization of activities in the field of waste management in the territories of municipalities is carried out by local government bodies in accordance with the legislation of the Russian Federation. The procedure for collecting waste in the territories of municipalities, providing for their division into types (food waste, textiles, paper and others), is determined by local governments and must comply with environmental, sanitary and other requirements in the field of environmental protection and human health;
- In accordance with the Rules for the provision of services for the removal of solid and liquid household waste (approved by Decree of the Government of the Russian Federation of February 10, 1997 No. 155), solid household waste refers to waste generated as a result of the life activities of the population (cooking, packaging of goods, cleaning and current repairs of residential premises, large household items, etc.);
- According to the requirements of paragraphs. 2.1.3, 2.1.4, 3.1, 3.2 SanPiN 42-128-4690-88 “Sanitary rules for the maintenance of territories of populated areas” (approved by the Ministry of Health of the USSR on August 5, 1988 No. 4690-88) special areas should be allocated on the territory of households for placing containers with convenient access for transport. The site must be open, with a waterproof coating. To determine the number of waste bins (containers) to be installed, one should proceed from the size of the population using the waste bins, the rate of waste accumulation, and the storage period of waste. The estimated volume of waste containers must correspond to the actual accumulation of waste during periods of greatest waste generation;
- Municipal solid waste should be transported to landfills (improved landfills), composting fields, processing and incineration plants:
- Storage, burial and neutralization on the territories of organizations and populated areas of production and consumption waste polluting the atmospheric air, including foul-smelling substances, as well as the combustion of such waste without special installations provided for by the rules approved by the federal executive body in the field of environmental protection, is prohibited ;
- In accordance with Art. 2, 22 of the Federal Law of March 30, 1999 No. 52-FZ “On the sanitary and epidemiological welfare of the population”, the sanitary and epidemiological welfare of the population is ensured through the implementation of sanitary and anti-epidemic (preventive) measures and mandatory compliance by citizens, individual entrepreneurs and legal entities with sanitary rules as an integral part of their activities. State authorities and local governments, organizations of all forms of ownership, individual entrepreneurs, citizens ensure compliance with the requirements of the legislation of the Russian Federation in the field of ensuring the sanitary and epidemiological well-being of the population at their own expense. Production and consumption waste is subject to collection, use, neutralization, transportation, storage and burial, the conditions and methods of which must be safe for public health and the environment and which must be carried out in accordance with sanitary rules and other regulatory legal acts of the Russian Federation.

Despite the fact that the general scheme for cleaning the territory of the Settlement, which should ensure the organization of a rational system for the collection, storage, regular removal of waste and cleaning of territories and meet the requirements of the “Sanitary Rules for the Maintenance of Territories of Settled Settlements” - SanPin 42-128-4690-88, and which determines scope of work, methods of collection, removal, neutralization and processing of waste and waste equivalent to it, the required amount of cleaning and cleaning of urban areas, the feasibility of reconstruction or expansion of facilities, the sequence of activities carried out, has already been approved in April of this year. decision of the Settlement Duma, but so far it has not been implemented. Not an organization incl. collection and removal of household waste and garbage from the private sector has led to the formation of spontaneous landfills in numerous places throughout the Village, for the elimination of which both forces and means are involved and only after an inspection.

Therefore, on the basis of Article 12 of the Civil Code of the Russian Federation, which regulates methods of protecting civil rights, the administration of the Moscow Region should be charged with organizing the collection and removal of solid waste from the private sector of the village, eliminating the remaining unauthorized spontaneous landfills, which is an obligation by virtue of Federal Law No. 131 and Charter of the municipality.

There are no grounds for exempting the Settlement administration from fulfilling the obligation to eliminate unauthorized dumps from the territories where federal property is located. Landfills were formed in the former buildings of the State Sanitary and Epidemiological Supervision Center, printing house and television and radio broadcasting, which are abandoned, and in the adjacent territories, which are the lands of the settlement. There are no obstacles to the disposal of garbage and consumer waste in these abandoned and adjacent areas, and access to them is not limited.